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What makes companies great in their industries is sustained above-average Growth.
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Volumes have been written on the cause of the crisis the world is in, surveys have been done and many fingers are pointing in every direction—a couple of these are pointing straight at us, the Risk Professionals.
It is time for us to accept that risk management, as we know it, failed; and for as long as we try to re-direct or break the fingers pointing at us—we will be stuck in this crisis. It is time to renovate risk management. The past is no longer a roadmap for the future.
Let us come clean an
By:
Clayton M. Christensen
Before I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. We have only 10 minut
I want to thank whomever is responsible for choosing me as a featured member for this month.
While new to this group, I am not new to the risk management community. For a number of years I was an entrepreneur with several start ups. I based my leap into entrepreneurship on 13 years on the business side of four major newspaper in Des Moines, IA, Chicago Tribune, Charlotte (NC) Observer, and Memphis (TN) Publishing Company. Rising through the corporate ranks to the executive suite at a young ag
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