value (15)

5 Focus Areas of Purpose

8428721669?profile=RESIZE_400xMost of us have experienced a uniqueness in some organizations.  These organizations stand out, exude fervor and zeal.  Their customers are pleased with the Customer Centric Design of the company, Employee Engagement is high, and investors and shareholders take pride in being part of it.  It is not their exceptional product or service that is the base of Value Creation rather the Purpose that makes organizations unique—their reason for existence and the resulting impact it makes on the world.

Sta

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8028335301?profile=originalChanging industry ecosystems and competition today demand from the organizations to undergo strategic shifts.  The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.

Shareholders are often considered the only stakeholders that invest in a business.  Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. 

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Customers, these days, demand ever-higher levels of personalized products and services to suit their needs. Their demand is grounded on technological disruption and access to up-to-date information. They believe that in an economy characterized by disruption and operational innovation—that makes customization possible—they have an excellent chance of getting customized offerings from the suppliers.

Thus, Product Strategy needs to evolve and become more robust, accordingly, to keep up with changin

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By Daniel Nunes-Vaz, Senior Research Executive, Center for Financial Professionals. 

 

In recent years operational risk has grown as a discipline and is now viewed as an integral aspect of any risk management department. This is predominantly a consequence of the most recent major financial crisis where the management of operational risk was partly blamed as a significant contributory factor in the collapse of global markets. Since then, the risk management and operational risk landscape has chang

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8028252854?profile=originalWhen building a business case for risk management software, independent validations of customer success stories speak louder than marketing claims. Winona Health won the 2016 GRC Value Award, granted by industry analyst firm GRC 20/20. Winona’s rapid success with risk management software is just one example of just how powerful and versatile deployments are when they have: a true risk-based support, robust taxonomy technology, and flexible Software-as-a-Service deliveries.

As described in the cas

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Based on research with almost 200,000 consumers in 40 countries, the ad agency Young & Rubicam developed a Brand Value framework called the Brand Asset Valuator (BAV).  BAV is based on one of the most extensive research programs on branding ever conducted.

Here is the essence of BAV.  Brand Value can be measured by applying understanding and analysis to 4 pillars:

  1. Differentiation,
  2. Relevance,
  3. Esteem, and
  4. Knowledge.

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As a brand forms and grows, it develops strengths across these 4 pillars, typically in t

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As non-banks enter the financial services marketplace through innovative payment and banking offerings, it is vital for the financial services industry to establish design thinking and innovation as an underpinning of their business model to incentivize the customer loyalty necessary to regain competitive advantage in banking.

 

Christopher Whitlock, Vice President, Executive Creative Director at Fidelity Investments recently spoke with marcus evans about key topics to be discussed at their upcomi

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Most of what I have discussed about the Delta Model in previous presentations in this forum applies without much adaptation to any kind of organization. After all, every firm, regardless of its nature and specific circumstances, has customers and competencies – the two pillars of the Delta Model. However, there are two types of organizations that, because of their importance and singularity, deserve special attention. They are the small- and medium-sized enterprises (SMEs) and the not-for-profit

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What is Dignity?

What is Dignity?

Dr. Deming’s work can answer this question of what is dignity using moral philosophy of management as part of the science of management. There is a vision of human dignity that is foundational to his work. Deming understood that the inherent dignity of human nature is honored when it is possible for people to make a contribution of intrinsic value to the common good. What Deming calls "pride in workmanship" satisfies a deep human need to be really and effectually of service to th

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The Delta Model: Who is the Customer

Who Is the Customer?

This is a very central question. The most obvious answer is that the customer is the one who pays. The relevance of this answer is evident, since it identifies who is directly responsible for generating our economic benefits. Therefore, we have to include the buyer as a critical element of our customer base. However, often we shouldn’t stop there, because the customers of our customer, is either as important as, or even more important than, the buyer. We need to relate to tha

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Unraveling Extreme Value Theory

An interesting request came through from one of our customers today and is worth sharing on the Causal Capital blog because a lot of risk practitioners struggle with some of the more complex areas of modelling uncertainty. This is especially the case when risk managers are attempting to assess the size of impacts from catastrophes.

In this presentation and video, we unravel Extreme Value Theory [LINK]

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ERM Value: Building the Business Case

erm_communication.jpg?width=318The 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

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This content has been reposted from the Numerix Blog, http://blog.numerix.com,
for sharing within the Global Risk Community.

To view the original post, visit:
http://blog.numerix.com/public/2013/01/john-hull-on-the-fva-debate-and-liquidity-risk-numerix-video-blog.html

 

Renowned academic and researcher in the fields of derivatives and risk management, John C. Hull, joins host Jim Jockle, to discuss the recent OTC derivatives industry debate around funding value adjustment, FVA, and the rising cha

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Performance and VaR together

A presentation that looks at how to apply Value at Risk in a trading environment alongside other performance reports.
 
A lot of market risk analysts often question how they can compare risk with return or the relevance of tracking error in the context of value at risk and performance calculations.
 
In this short blog posting, I link to a presentation which explains how performance reporting, risk measurement and tracking error may be delivered side-by-side.
 
The presentation can be found at this [L
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First they need to have a product or service that people will buy. They need revenues.

Second they need to have the ability to provide that product or service at a cost less than what their customers will pay. They needprofits.


Once they have revenues and profits, their business is a valuable asset. So third, they need to have a system to avoid losing that assetbecause of unforeseen adverse experience. They need risk management.


So Risk Management is the third most important need of a firm.

And ther

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