I know it’s hard to design a risk framework everyone likes and agrees is fit for purpose – actually, I’d say it’s impossible – but some are shameful. When I deliver the RMIA’s Enterprise Risk Management Course, I’m constantly reminding participants that their frameworks must be designed to drive the right behaviours for their organisation.
There is a range of risk maturity models but are they assessing what really matters? How high do you think the banks scored their risk maturity prior to the finance sector Royal Commission? I know first-hand that there were many who thought they were highly ranked. The problem is, they probably were, using a poor
For this final blog in my seven-part series I’m circling back to the first one – Strategic Influencers -and asking you two crucial questions: “Is your team a team of investors or maintainers?” That is, does your team partner with your internal clients to invest in their future or are they completing ‘work orders’ from
I remember well when a friend and colleague who worked at one of the big banks told me a story that clearly demonstrates the need for support functions to be visible to leaders and their teams. It is not enough to be data gatherers and reporters! The story was shared over a coffee to catch
Not only are you and your team sometimes operating “outside the tent”, you are also influencing with a lack of authority. This means that although you can get the CEO or Board to require something, there is a big difference between the business complying with a directive and willingly engaging with the requirement because they