That’s what I do as I present the risk appetite methodology agreed with management to the board. It’s always one of those moments. It lands and they love it or… The more I’ve pondered, the more I’ve come to realise that the organisation’s maturity level, along with the board’s extensive experience in risk management and
“How to attract talent into the risk industry?” was another question posed by one of my readers from my survey back in February. An interesting question. Before answering it I want to answer a different question, “What talent should we be attracting into the risk industry?” For a range of reasons, many people with a
Is there a systemic process to continually review and revise “top risks”? This question was asked by a respondent to my survey last month on the topics of most interest to my readers like you. My answer finishes off a series of blogs on Risk Reporting. My answer is yes there is. It is integrated
Cripes! How long have we known of, and not delivered on, the value of KRIs? Whether reporting to the Audit and Risk Committee (ARCs) or to the full Board KRIs should add plenty of extra value. This is what I wrote in a LinkedIn post in 2016 with a few minor edits. I am interested to hear
Board reporting is the logical follow on from my blog last week on reporting to Audit and Risk Committees (ARCs). The “reportable offences” I am talking about this week stem from the type of reporting that is often inflicted on boards from risk and related functions. Reporting that causes boredom, that provides an excuse to reach