So many people that I meet for the first time from outside the risk profession have a very poor perception of risk management as a discipline. They see it as a compliance activity at best and most see it as a handbrake on business. Recently my wife described me to a new acquaintance as one
Since Darwin’s Origin of the Species, we have recognised how nature adapts to survive. Modern humankind continues to adapt to survive while following these two innate risk management principles: • If it hurts us we learn and take action in proportion to the degree of pain. • The next time we face the same pain
One of my business mentors, Matt Church, brought this paper from the University of Phoenix Research Institute to my attention recently. It makes a case for the following ten skills as the ones to develop and/or keep on top of: 1. Sense-making 2. Social intelligence 3. Novel & adaptive thinking 4. Cross-cultural competency 5. Computational
It is always interesting to me when I read yet another risk survey which identifies “Reputation Risk” as the number one or at least one of the top risks of concern for leading executives. Reputation is not a risk. It is an intangible asset and its value to you is enhanced or damaged by something
Earlier this year I read Administrative Behaviour by Herbert A. Simon which was first published in 1946. I highly recommend Simon’s book for risk professionals because it only mentions risk a few times, yet it describes so clearly the challenges of organisational success. When you consider the challenges Simon sets out, it helps clarify how