I was asked to speak at a NSW Government Public Sector Risk Management Association forum on June 24th. It gave me the opportunity to explore one of my favourite topics – influencing the C-Suite. In my view the C-Suite need to understand the end game and the journey before you can begin to influence them.
Now as we break out of the GFC and opportunities abound, Opportunity Management is vital. Read on about getting your Opportunity Management into shape and contact us if you would like some help. Are you Managing your Opportunities? Ask yourself these three questions: <nsbp;> Do you have a Strategic Risk Profile prepared in consultation with
Within an organisation, it is management’s responsibility to identify and manage risk and opportunity within a predefined risk appetite which has been established in consultation with the oversight body, most commonly a Board of Directors or an Advisory Board. Management is also responsible for reporting to the Board that risks and opportunities have been identified
I was asked by the Institute of Chartered Accountants to explore “The Risk Revolution” and its implications for their members. I first challenged the concept of whether a revolution was indeed taking place, explained the aims of Enterprise Risk Management and asked whether ERM actually works. The take away: “People manage risk and culture is
RMP are the risk managers for The LAPP Fund, a NZ local government mutual pool for financing catastrophe risk to essential infrastructure assets. In this presentation I tell the story of the LAPP Fund from its inception in 1993, highlighting the benefits of pooling along the way. The take away: “Pooling is not only about