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Healthcare CRO services industry found its initial foundation when pharmaceutical companies were able to do all of their in-house R&D, but were often faced with capacity issues, and it was this occasional need for excess capacity, where resources were limited, that led to the creation of the first CROs. By then, for many other reasons, sponsors have opted to outsource R&D operations, including obtaining resources that are not available in-house, achieving a decrease in fixed prices, and benefiti

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Webinar: the hidden human risk

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Join the latest RiskMinds365 webinar, as our panel discuss diversity in risk management and evaluate how this could be hurting the bottom line of many financial institutions. 

While not a new notion, diversity in the workplace continues to be a widely discussed topic. Many industries have been sow to change, even though the business case for diverse teams is clear.

The risk management industry is not immune to this, and while many banks and other financial institutions are working to address imbal

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The insurance industry is undergoing a significant transformation, and many leaders agree that what we’ve experienced so far is just the tip of the iceberg. With RiskMinds Insurance just around the corner, we asked global CROs, representing traditional insurers, large financial institutions and up-and-coming InsurTech’s alike to tell us what trends would impact the insurance industry the most in 2018.

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Read the RiskMinds365 full analysis and CRO comments here >>

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Recently I read a comment in a LinkedIn Group that stated Chief Risk Officers should be given more authority in order to enforce sound risk management practices.  This made me raise my pen.

The notion of authority for a CRO worries me a bit along the lines that the risk management function and internal audit should be separated. 

I am more of the school that CROs sell benefits, facilitate better practices and influence good decision-making as broadly as they are able while the assurance function (

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The past three years have seen a number of man-made and natural disasters bring risk management demands to the forefront of executives and board directors. Fat-tail risks that have a low probability, but a very high impact to the organization, such as the Japanese tsunami, the Gulf of Mexico oil spill or the euro-zone liquidity crisis, have been front and center, creating a renewed interest in enterprise risk management (ERM) practices.

John Brown, Director, Risk Management, Supply Chain & Techni

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The past 24 months have seen a number of man-made and natural disasters bring risk management demands to the forefront of executives and board directors. Whether these have been natural disasters, such as the Japanese Tsunami or man-made disasters, such as the Gulf of Mexico oil spill, fat-tail disasters have created a renewed interest in enterprise risk management (ERM) practices.

Although demand for these practices and the discussion level for their use is high inside the C-suite of many corpor

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In this challenging environment, board members and management executives are striving to maintain their tight grip on costs while maintaining a proper focus on enterprise-wide risk.

Jack S. Dybalski is Vice President and Chief Risk Officer at Xcel Energy. He will be a key speaker at the marcus evans 5th Annual Enterprise Risk Management Conference taking place in from March 19-21, 2012 in Chicago, IL.

Jack Dybalski is the Vice President and Chief Risk Officer of Xcel Energy based in Denver, Colora

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