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The economic climate and tightening regulations are prompting large enterprises to invest in capability management tools - a new category of software that helps senior decision-makers to understand the organisation’s readiness to implement new initiatives.

Large, complex enterprises run a huge risk every time they implement a new strategic initiative. The risk is that something important will have been overlooked in the planning stage that will cause the initiative to fail, run over time or over

The role of the enterprise risk manager has finally become clear: close the gap between strategic level risks and the operational risks faced at the activity level. Despite being a relatively new corporate discipline, expectations for ERM value are already very high. A recent poll shows us why corporations are desperate for ERM managers to be successful.

The poll, conducted by Harris Interactive of 23,000 corporate full-time employees within key industries and in key functional areas¹ highlights

Risk Leadership: My Must Dos for Business Continuity Management

Thanks to Rita for getting me moving on a Business Continuity article.  A topic I have neglected in this newsletter for quite some time.  Perhaps it is because I feel Business Continuity Management (BCM) as a discipline has developed nicely over the past couple of decades and most practitioners don’t need too many tips in this area. 

Once I got thinking about it and had a chat to another of my readers (thanks Greg) it made me realise

70 Travel Risk Management Safety and Security Tips [Video]

All travel should be considered hazardous, until proven otherwise. This 70 travel risk management video set provides professional tips and advice on how to manage the threats and hazards of travel.

Ranging from the administrative processes to extreme events such as natural disasters each video is a short 2-5 minute education tutorial that will assist in reducing the risk of travel, anywhere you travel.

You will receive a unique, informative

A comprehensive round-up of some of Mr Ingram's work (of IngramSure (UK) Ltd) on investigating the instability and risk that is built into the foundations  of the world's economies. Edward thinks that this is where Risk Managers need to assert themselves by getting involved in the design of the products that they are risk managing.

BORIS - Edward you have been telling me and much of the world on your blogs about your researches.

It seems that your approach to risk management is somewhat unique.

See this article on my blog.  Includes an opinion about the number of risks faced by a typical enterprise.  A list of 115 possible risks is also referenced in the blog posting.

http://blog.sms-ga.com/the-battle-between-risks-and-risk-management/

Tom O'Connor

Salt Marsh Solutions, Inc.

This week I faced the ultimate personal test of my risk management skills, where I had to soul search “do I practice what I preach as an ERM expert.”. Sunday, the night before the storm of the century Hurricane Sandy hit, I had tickets to fly to Texas as a speaker and expert on ERM. What would become of my home and family? Had I applied the same risk principles in my work as a CEO of the leading enterprise risk management software company in my personal life? Had I done put a personal business c

Despite the current economic turmoil, we have recently witnessed a frenetic race for ultra low latency, privileging speed over costs. But now the reality of these decisions is catching up and trading institutions are finding that the fastest is not always the strongest – much like the hare and the tortoise.

Being lean and controlling costs is a new priority for banks, focusing on their core business. We are seeing major changes in strategy, with organisations moving away from the extremely risky

Christchurch City Council has just released a blueprint for the future of the city's CBD, entitled the Christchurch Central Recovery Plan. It is bold and imaginative and makes this statement: "we are here and we will be back better than ever before".

I have just returned from meetings with city planners and consultants in Christchurch during which we discussed recovery operations and the challenges they are facing. The planning time frame is years but we all know the implications will be for deca

Developed multiple financial arbitrages that allowed me to invest in the  financial markets without risk. Produced a business model for the arbitrage, that is ready to be implemented.  This model applies to all business sectors.

The model allows the  buyer to purchase any product or service and receive a 100% rebate, and possible  to have all their financed payment's made for them.

Based on the production of approx. 40% return from arbitrage.  Based on What I produced over 7yrs.

Need to mark up a

Effective governance requires changes in the way risks are managed across "stove-pipes" or "business silos". More often than not, when loss events occur it becomes clear after the fact that different silos were holding onto different pieces of the risk puzzle but no one could put the pieces together. So the problem is how to identify risk? 

Many risk managers are so bogged down by loss event capture and incident management, that being able to focus on preventing loss events and identifying emergi

Designing an organisation’s Strategy & Risk Management framework does not have to be difficult. Strategy and Risk Consultancy, Manigent, have created an innovative new way for risk and compliance practitioners to quickly develop and document their strategy and risk model: Strategy and Risk Studio for iPad.

Strategy & Risk Studio is a one-of-a-kind application enabling consultants and practitioners to design and define an organisation’s enterprise performance management, enterprise risk management

A risk taxonomy, the brains of an enterprise risk management software platform, creates a common language to make working across operational silos possible. It also creates the basis for a risk management discipline, so rather than reacting to seemingly "one off situations" the entire organization can standardize and prioritize how assessment, mitigation and monitoring are applied in a common comparable way to build risk management competency across the enterprise.

See our other blogs Identify C

Organizations need to build a robust Enterprise Risk Management (ERM) framework or risk taxonomy, which provides a holistic view of all information and relationships across the organization. Taxonomy structures and preserves the integrity of information, so as changes occur in multiple parts of the organization, managers can compare risks on an 'apples to apples' basis and connect the dots between business areas. It is the critical foundation of your ERM program and any enterprise risk managemen

Risk taxonomy is the framework of naming, organization and managing the relationships to manage your risk information. Your ERM program and any Enterprise Risk Management (ERM) software you use depends upon it.

Most organizations have an organizational chart of how their people are connected. To be effective in risk management, organizations must also have an organizational chart of how their business processes are connected to create accountability and focus on business value.

The first step is t

Is your organisation leveraging the competitive advantage of a positive cyber security culture? What is your organisation doing to promote cyber security and support the Government in making the UK the world's leading market place? It’s a fine line between protection and enablement –   how is your organisation dealing with the cultural and behavioural impacts?  

These questions and more were raised at the CYSPEX Cyber Security Breakfast held at the Houses of Parliament on the 1^st March 2012.  It

It is 8:00pm as the last conversation ends between a Director of Audit and Risk in the Energy sector and an Executive Director in the private equity industry. Although they have only just met, they’ve spent the evening with plenty to talk about, particularly surrounding our first Happy Hour Topic, Strategy and Risk.

At 5:00pm we opened the doors of a quaint London bakery and welcomed professionals from all industries to join us to discuss strategy and risk; three hours on our guests have exchange