Risk Management

Cut complexity, enterprise risk-management solutions.

Various types of pressures influence enterprise-level risk-management activities. Some are external, such as compliance or regulatory changes or unfortunate events in your organization or industry. In more and more cases, CEOs and leaders take a proactive stance to develop additional risk-management capabilities.

We help organizations choose what types and levels of risk to take and avoid and mitigate. We assist clients to map their unique strategic, financial, and operational circumstances to ensure that their risk choices are aligned with their strategy and with their financial and operational risk-taking capabilities so that they can optimize the risk-return trade-off.



Our systematic approach to ERM focuses on five dimensions, each of which is substantiated with industry-specific diagnostics, benchmarks, and best-practice recommendations:

We help our clients identify, quantify, and prioritize their most significant risks as well as related opportunities. We utilize a combination of advanced quantification methods and systematic integration of qualitative factors, including business-management judgment. To complement validated approaches, we integrate forward-thinking in risk measurement and management reporting. We advise our clients on appropriate operational, data, and IT solutions.

Our clients gain a clear perspective of their most significant risks and the related returns and the structure of their portfolio of risks, and how to utilize them to improve strategic, financial, and operational decision-making.

How We Help

We Got You Covered

When making important strategic, financial, and operational decisions, decision-makers must consider risks related to information and associated trade-offs. We support our clients in integrating risk-return-related considerations into the decision-making process and routine processes. We pay particular attention to ensuring sound risk reporting, monitoring, and control functions.

Everyone in an organization has some responsibility in managing risk across the organization. The right structural and organizational choices, the description of roles and responsibilities, as well as the appropriate definitions of administrative units and reporting lines are critical to ensuring robust and effective enterprise risk management. We help clients define overall governance as well as the organization of the relevant risk and other control functions and determine how they should interact with one another and other parts of the organization. Furthermore, we provide granular benchmarks on the appropriate size for different risk and control units.

Mind-sets and behaviors of individuals and groups inside the organization play a crucial role in executing a company’s enterprise risk-management strategy. We help clients develop a specific and detailed description of the core elements of a company’s risk culture, an analytical approach toward measuring and profiling that culture, overarching industry-specific benchmarking, and identifying specific levers for actively influencing and developing a risk culture.

We turn strategic and economic priorities and growing aspiration levels into a true competitive advantage, ultimately improve business decisions and increase the organizations’ value in a risk-conscious way.

Technology & Systems

Grey International has developed a powerful suite of risk-management methodologies and solutions. These help clients design and implement integrated risk-management solutions and bring a risk-reward perspective to strategic decision-making and day-to-day operations.

Our scenario-building tools help forecast how risks might unfold and prepare preemptive actions.

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