Contemporary Risk Management
Activities at the corporate level are frequently influenced by various types of pressure. They can be external, such as compliance or regulatory changes. Often, events in one’s own organization or in the industry prompt an internal review of existing risk-management approaches and associated adequacies. However, we are witnessing an increase in CEO’s and business leaders taking a more proactive stance, as their goal is to further develop risk-management capabilities (proactively based on their strategic and economic priorities and growing aspiration levels) into a true competitive advantage—ultimately improving business decisions and increasing the value of the company in a risk-conscious way.
Our staff and consultants have worked with clients in many different industries, including finance, energy and basic materials, automotive, pharmaceuticals, infrastructure, logistics, and NGO’s.
Our recent work includes supporting clients in targeted initiatives for upgrading risk-management capabilities. Open hostilities (Civil war) motivated our clients to work with us on risk-management, business delivery and rapid-recovery programs (Business continuity). Natural and operational obstacles resulted in the creation of an effective crisis-response projects. Far-reaching and supervisory actions triggered work to articulate strategic risk appetite and strengthen internal-control frameworks.
We focus on strengthening the structural elements of risk-management, including the link between risk and strategy, for example, in identifying and managing risks to logistics & supply-chain and physical facilities; the impact of risk-return on portfolio management and operational “de-risking”; and the strong link between risk and financial management, such as balance-sheet management.
Many boards and CEO’s have asked us to discuss risk governance as it relates to their companies, including the roles and involvement of the board and the CEO in risk management. Also, many of our projects now focus on ensuring that risk-management is implemented in and across an organization, including within a company’s culture.
Our systematic approach to risk-management focuses on five dimensions, each of which is substantiated with industry-specific diagnostics, benchmarks, and best-practice recommendations