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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]
Reducing cost is important to all organizations, but let’s make sure our cost accounting fits our reality.
Talent management risks can be exacerbated by a company’s recruitment strategies.
If we don’t reach for lofty ambitions, we may never maximize our potential.
In partnership decisions, examine the history and character of those across the table.
For risk management to serve an organization in an essential way, it must truly be of value.
“Phubbing” – or phone snubbing – can compromise work relationships and pose a serious business risk.
Resentful employees can undermine leadership, sabotaging productivity.
Create mechanisms to address rumors before they become seen as the truth.
Risk management’s unintended consequences.
CROs must sit at the executive table and be encouraged to offer different perspectives without fear of reprisal.
The growing power of millennials offers challenges to insurers.
We use experiential data to inform our decisions, but is that approach reliable?
Brand building should be a key part of your risk management strategy.
Organizations should be as cautious exploring business partnerships as an individual would be on a blind date.
Failing increases knowledge and can lead to future success.
Why do people take so little responsibility for their own actions?
Running away from negligence can never be a risk management option.
It is time for us to stop hiding behind the use of averages and start accommodating uncertainty.
When we look back in history, we see that perceived oppression often leads to rebellion.