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New technologies, increasing digitization and globalization are transforming customer behaviors, operations and business models, presenting huge opportunities for business success, at the same time driving up cyber incidents .As organizations embark on their digital transformation journeys, it is imperative that they also assess possible threats presented by these new technologies.

Traditionally, the focus for risk management has exclusively been on protecting value. However, in today’s digital e

Learn How to Manage Risk for Protection - Allocate Risk to Improve Performance for capital market investors.

https://www.brighttalk.com/webcast/8271/268891

Join Global Risk Community and our guest, William Goodwyn Ferrell, a Wall Street veteran and the founder of Ferrell Capital Management as he introduces his new course.

During the webinar we will cover:

1. Why traditional notions of portfolio diversification are no longer effective tools. By replacing Asset Allocation with Risk Allocation

The last few weeks I have been writing about blind spots. The personal biases we all form at the intersection of the behaviours driven by our Values, our Environment and our Genes.

Managing our blind spots and those of your team is an imperative. The diagram below provides an indication of what happens when we fail to manage our blind spots and what happens when we do.

• If you are feeling the uncertainty and you cannot see any opportunity, things are bad for you and your team.
  
  
• If you are feeling the

https://mediaexplorers.lpages.co/risk-allocation-interest-list

Global Risk Academy is preparing to launch a new online course for risk managers and investors - From Asset Allocations To Risk Allocations.

The course is currently being prepared by a Wall Street veteran investment risk expert William G. Ferrell.

In this course, you will learn how to manage risk for protection and allocate risk to improve performance.

You will also learn that traditional notions of portfolio diversification are no

As the latest major hack, code named Petya, gets dissected the picture is getting clearer. Especially when combined with the information in the latest Verizon DBIR report. Link here.

What this means is that if you updated your Microsoft operating system in a timely manner you are safe, as it appears that Petya is exploiting a vulnerability in Windows that was patched months ago and the virus was transmitted via a malicious email attachment¹. Unfortunately many organizations have a ‘patch process’

Taking the “Mystery” Out of What Employees Really Want

Overview:

What are “Simple Truths”? They are this writer’s attempt to capture the essence of what is most important based upon some 39 years of evidence across more than 30 countries and 150 organisations. You may violently disagree with what I have written or you may applaud it.  In either case, my fondest hope is that you will NOT be indifferent about what I write AND that it will, in fact, stimulate those brain cells of yours in some

Computer systems from Russia to the United States were struck on Tuesday in an international cyberattack that bore similarities to a recent assault that crippled tens of thousands of machines worldwide.

Symantec has said the new attack was using the same hacking tool created by the National Security Agency that was used in the WannaCry attacks. The vulnerability was patched by Microsoft last April, but as the WannaCry attacks demonstrated, hundreds of thousands of organizations around the world f

Yes, I am keeping with the VEGetable theme which is all about the clarity of your thinking. Clear foresight if you will.

Last week I wrote about how we have blind spots to our thinking and that we are in a constant battle to steady ourselves at the intersection of our Values, our Environment and our Genes. Each one having a great influence on our ability to think with clarity.

Well guess what? It is not just us that has this challenge. Other people have it as well. Why is that important you ask? B

Enterprise Risk Management (ERM) is an approach prescribed to manage and balance organization's risk with their objectives. It looks to provide a strategic overview of an institution and their risks. Since the global financial crisis, institutions were criticized for their apparent siloed approach to risk management, failures to bring each area together for a holistic overview of risk to manage within its risk appetite. ERM provides a central risk function to improve an institution's coordinatio

We invite you to hear from leading experts as they address CECL challenges faced by financial institutions.

With CECL posing a significant challenge for the banking industry, advance your preparation by joining two seasoned industry practitioners on our latest webinar on CECL implementation. Our webinar will address a beginning-to-end overview of CECL implementation, starting with a review of the standard, contrasting interpretations of the standard, and the associated challenges. The presenters

Here’s a bit of a shock for you: about half of all adult Americans have a photograph stored in the FBI facial recognition database. What’s even more shocking, it is that these photos are being stored without the consent of the individuals. Approximately 80 percent of the photos the FBI has are of non-criminals, and might take the form of passport or driver’s license photos. Furthermore, there is a 15 percent rate of inaccuracy when matching photos to individuals, and black people are more likely

Our complimentary Risk Insights Magazine, Issue Three, delves into the minds of senior risk professionals industry wide, containing 30+ articles, interviews and reports on industry trends, changes, challenges and solutions.

We pride ourselves on providing real-life experiences and advice, reports based on intensive industry research and thought-leadership from financial institutions such as: Bank of America Merrill Lynch, Mizuho International, HSBC, Credit Suisse, BNP Paribas, ING and many more

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You know the saying from your Mum, “You should eat your carrots. They’re good for your eyesight!”.

Carrots are a vegetable and the “VEG” in vegetable is a great acronym for understanding where your blind spots in your thinking come from.

Our blind spots are psychological biases created at the intersection of our Values, our Environment and our Genes. Whenever we are thinking and looking to make a decision, our subconscious is grappling with what is genetically encoded in our brains by nature, what

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I’m writing to invite you to webinar titled “ Mastering Operational Risk. Theory and Practice in a single package” on June 27 at 10:00am EST / 15:00 BST. 

Join me and our guest, Calvin Lee, Operations Director at RISKID, for a lively discussion as we aim to dispel confusion surrounding many of the elements of the Operational Risk framework.

This webinar is designed for both current students of the “Mastering Operational Risk” online course and for other busy risk professionals who are interest

Last week I blogged about 4 wrong questions that I saw organisations trying to answer and wasting opportunity while doing so. Why did they do so? Why do we not always kick the goals we plan on kicking?

One very big answer is that we all have blind spots. They are inherent biases and research tells us that for complex decisions on a daily basis, our error rate is 15%. If we are talking decisions around “big” strategies, our error rate is 40 to 50%. Blind spots hurt us badly.

Let me tell you a story

A well done New York Times article recently re-introduced this topic to the masses. Being “owned” isn’t new, but the term is not becoming part of popular culture. If you use the internet or are often on social media, odds are good that you have been OWNED. Whether you are called out for a misspelling on your latest Facebook post, or you were proven wrong after sharing a “fact” or post from another site…you have probably been owned.

The word “owned” comes from the hacker world, and real “ownage” i

Last week I blogged about a strategy being nothing but a hypothesis. It quickly became one of my most popular blogs. In it I stated that the biggest single failure of a strategy is because management is trying to answer the wrong question.

This week I thought I’d give you a sample of 4 wrong questions which I’ve come across in my role as workshop facilitator to prompt you to answer the right question: - 

1. Medium-Size Office Equipment Supplier – This executive team had been trying to answer, “How do