Adapting to change: Science and risk management have a lot in common, says NEST’s chief risk officer Dan Davis
PLUS: Grasping the nettle: public sector challenges / Working in harmony: getting in sync with NEDs / Lessons from
Solvency II: thoughts from the regulator / Extreme events: a behavioural risk audit could help
Risk strategy drives an organisation’s ability to respond effectively to today’s dynamic world. But not all risk strategies are at the same level of maturity.
Corporate crises come thick and fast. And when disaster strikes, it destroys companies, shareholder value and reputations in equal measure.
As Anthony Fitzsimmons and Derek Atkins argue in their recent book – Rethinking reputational risk – uncertainty is entirely predictable.
While risk managers have been urged to engage at a strategic level in their approach for some time now, it is not always clear how that sits with the traditional view that risk management is a defensive function that exists to preserve value.