Risk at the centre: Cambridge academic Michelle Tuveson on why risk managers need to see the bigger picture
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The highly disruptive world in which we live means that the need for organisations to be able to respond quickly and effectively to rapidly emerging risks or sudden crises has never been greater.
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.