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Risks do not always have a bad connotation because growth cannot happen without risks. So, there are good risks and there are bad risks.
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Public bodies are often constituted to respond to the symptoms of crystalised risks and existential threats and/or deal with emergencies rather than address their root causes
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Operations can be disrupted by a variety of unanticipated factors, ranging from external forces like natural disasters and political risks to internal factors like faulty management and flawed financial systems.
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Risk management is a must have skill for all functional managers in today's VUCA world and there are many professional training bodies and certification authorities present across the globe.
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We can build resilience at a personal, organisational and national level to be able to absorb the shocks, learn the lessons and bounce back stronger.
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Establishing and embedding sound risk management practices enables organisations to become more resilient, achieve their financial and strategic goals, and take advantage of opportunities that arise.
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Conducting business responsibly has long been a topic of boardroom discussion. However, it was only as recently as the last decade or two that it got people talking about it. What should have been a proactive approach by...
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Board members have collective responsibility for ensuring that effective and regularly reviewed responsibilities, capabilities and actions are in place for identifying, assessing, addressing and mitigating risks to a company’s...
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A series of events since the commencement of the COVID pandemic in early 2020 has shaken boards and management teams like no other period in recent decades. Year-on-year revenue and profit growth were expected and rolled on.
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