Whether you are the boss or a strategic advisor to the boss you establish boundaries to guide the decisions and hence behaviour of staff. What kind of boundaries have you set? I see three basic types: • Hard – Thou shalt not cross. • Flexible – Permission to bend the boundaries, up to a point,
I am interested to hear your thoughts on the efficacy of KRIs. Do you use them in a formal sense? How do you use them, for example as part of your risk appetite process or framework? What has changed since using them? In my little world I have whittled the KRI picture down to this:
Stop saying “It depends”! Whether you are the CEO, or in a strategic advising role such as CFO or the Head of HR, your job is to guide, not control. I hope you agree. If you don’t, check my previous Blog “The 21st century is a terrible time to be a control freak”. Once this
“I say the 21st century is a terrible time to be a control freak” I recently read this Knowledge @Wharton interview “‘Industries of the Future’: Alec Ross Unveils the Winners”. At the end of the interview Ross says, “I say the 21st century is a terrible time to be a control freak. One of the
Back in 2009 I wrote in my Blog about whether boards should have separate audit and risk sub-committees. I argued the larger organisations should. In 2012 I wrote in my Blog arguing that boards should not have sub-committees overseeing risk. I said that they should have one assurance committee ensuring that what is presented to