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Joanna Makomaski is a specialist in innovative enterprise risk management methods and implementation techniques. She can be reached at [email protected]
With rules or without, spoken or unspoken, organizations that don’t self-regulate will eventually fail.
Risk managers should always demand the truth.
Foolish or negligent behavior leads to many an outrageous lawsuit or insurance claim.
There’s a lesson to be learned in practices that leave customers feeling compelled to give you their business.
Ignoring customer desires creates a vulnerability that risk managers should be aware of.
Create a “risk ruler” system to compare disparate exposures and prioritize risk management resources.
Some board members may not be adequately informed about the frequency and severity of risks.
We tend to think of diversity as a proper blend of gender, race and abilities. Let’s not forget age.
Risk-taking decisions must balance both fear and hope.
To assess future risks, view the world from the eyes of Generation Z.
Safety is good business as long as businesses spend sensibly on safety management and are straight with employees.
Determining risk appetite and tolerance depends on your long term strategic objectives.
Getting ERM kicked into gear can mean doing less, not more.
A little risk management education for board members could help prevent financial scandals.
When self-sufficiency proves impossible, we should focus on resilience more than sustainability.
Companies that move data and services to the cloud may put themselves at risk of attack by patent trolls.
An unbiased, diverse crowd often provides better insight than an individual expert.
Facing uncertainty, don’t just assume the worst. Remember the “upside risk.”
No matter what kind of risk you’re trying to manage, it makes more sense to move forward than in reverse.
The industry still struggles to measure the impacts of good risk management.