Next week I am hosting a roundtable discussion on the future of risk frameworks. I am uncertain as to what may be discovered, however, what I do know is that the topic is of interest. The seats filled fast, and I had a number of my readers send me a note about it, some who
Last week I had leadership expert Ingrid Messner present on Wise Leadership to my Risk Leadership group. One of her leadership tips on influencing stakeholders was to apply systems thinking. To develop a mental model of all the pieces of the puzzle that are influencing a person and the decisions they need to make. The
You have probably heard the risk function being called an enabling function. Because it is. It helps the main producing areas of the business to be more successful. When I present to executive teams to give them a picture of enterprise risk management, the first thing I do is dispel any hint of the myth
A key goal for the design of any organisational framework should be to integrate it into business-as-usual. So that it is simply “how things are done around here”. Especially for a risk framework. Risk management, not risk taking, still suffers from an abundance of misperception of it being a compliance activity. Something that has to
When I run training for the development of risk frameworks, I ask participants to hold up their hand if they have a framework that is more than a couple of pages. I ask them to keep their hand up if it’s more than 10 pages, 20, 50 and I keep going if needs be. The