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Nir Kossovsky is CEO of Steel City Re, which mitigates the hazards of reputation risk with parametric reputation insurances, ESG insurances, and risk management advisory services.
Rewards for risk strategies that prevent adverse events are much harder to find because the value of non-events is harder to measure.
When it comes to managing reputational risk, knowing how to tell your company’s story is key.
How does a company go from a reputation as the industry standard for product safety to one that is deeply sullied by a continual stream of consumer complaints, product recalls and billions of dollars’ worth of lawsuits?
In the event of reputational blunder, stakeholders will want to know — and directors may have to answer for under oath — whether the company did everything reasonably expected of them to mitigate the risk.
Recovering quickly from a reputational risk event depends on how much reputational risk management you do ahead of time.
Facebook and the Weinstein Company failed; Wynn Resorts and NiSource did not. Learn how each company handled a reputational blow and either came out on top or lost it all to this continuously growing risk.
Compliance, collateral damage, termination and capital costs are highlighting the need for reputation risk transfer solutions.
Separating the leader from the brand brings up a host of considerations.
The financial repercussions of a reputational event could take up to 33 weeks to fully set in.
There’s a chance that Wells Fargo’s reputation may remain resilient. The same may not be true for its executives.
CEOs are in the crosshairs like never before.
Losses linked to reputation at public companies increased dramatically over the past five years.
Indications that Wells Fargo investors were getting uneasy were visible in 2014.
New legal guidelines should strengthen board governance and reputation risk management.
Tennis star Maria Sharapova’s admission to a failed drug test resulted in immediate financial repercussions.
Stakeholders, including the public, have little tolerance for intentional deception.
Accepting a seat on a board has always been risky. Perhaps never more than now.
Let’s stop confusing reputation risk management with mere likability, please.
Take Warren Buffett’s advice: Guard your organization’s reputation even more carefully than its money.
The transfer of reputational risks involves both preventative strategies as well as finding ways to mitigate the impact.