For those of you with a defined risk appetite, do you define it at business unit level and then work to ensure you match employee preference for risk taking to the appetite for risk you want a particular business unit to have? Perhaps you feel this is done implicitly? Is that good enough? Is it
I recently had one of the most cathartic conversations of my career. It was with a senior internal advisor who is now in audit but has held all kinds of roles in the organisation so he gets what support functions do, why they do it and, much to his chagrin, how they do it. The
My friend Dr. Emily Verstege, via her LinkedIn post Gone walkabout: Pedestrian data is lost data, brought an article by Reid Hoffman to my attention about Artificial Intelligence and how it is on the cusp of “humanising management” by “setting information free”. It got me thinking about something I have been ranting about since I
This blog was inspired by a blog by sales specialist Anthony Iannarino called “Win More by Serving Your Buyers Where They Are”. In my experience, not enough of us consider the need to “sell” our advice when we are influencing or advising inside our organisation. The person or group you are influencing or advising will
I always remember the comment from a fellow I was working with when I was telling him about the roller coaster ride my entrepreneurial mate was on. He said, “You know you and I are too smart to get rich!” That is actually a downside for good risk management. As you well know, a little