Risk Appetite and Risk Tolerance
George Bernhard Shaw has been quoted to state that “The English and Americas are two fine people, separated by a shared language”. It appears the drive to increase confusion has not stopped yet. Personally, having English as my second language, I mentally like the ISO vocabulary better than the COSO – but I can easily live with either. So:
Dear ISO and COSO organisations. Get together and agree on terminology.
When Risk Maps become Risk Traps
Let us step back and consider the process of collecting risk information for the purpose of communicating to senior management and the Board about the most important threats to their organization (that they may or may not be currently aware of) with sufficient credibility to cause them to sponsor further action.
Integrating ESG and Organisational Resilience through System Theory: the ESGOR matrix
This paper aims to develop a conceptual framework that jointly considers Environmental, Social and Governance (ESG) factors and organisational resilience (OR) components to ameliorate organisations’ understanding of sustainability’s overall requirements and related decision-making processes.
Organisational Resilience Building in Small and Micro Enterprises under the VUCA Environment
Small and micro enterprises (SMEs) encounter big blows while operating in VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment as a result of their resource constrains and external dependencies. This study build a conceptual model that links organized performance to the elements of external environmental factors, internal resources, resilience capabilities, and the contribution of resilience building to SMEs. From systematically reviewing literature on VUCA and organisational resilience theories, the model specifies the pathways of how SMEs adapt and thrive in continuously changing (VUCA) conditions.
Risk Trends 2025 – IRM
Driven by the explosion of technological advancements and increasing global uncertainties, we need to look at what the key shifts in risk are and how practitioners should prepare themselves, and their organisations, for the future. The ability to anticipate and respond to these fast moving developments will be crucial for risk practitioners in 2025.
Practices for Risk Management Maturity Improvement
The article explores strategies for enhancing organisational risk management maturity. It highlights key drivers such as organisational learning, leadership accountability, and robust frameworks, while outlining steps to improve maturity and overcome challenges, ultimately fostering resilience in volatile environments.
The Human Factor: Unravelling the Complexities of Behavioural Risk in Decision-Making
Behavioural risk management is crucial for organisational success. Human factors like cognitive biases and emotions significantly impact decision-making. Tools such as risk identification methods, analytics software, and training programmes help manage behavioural risks. Best practices include clear policies, employee involvement, and continuous improvement. Leadership plays a vital role in fostering a risk-aware culture.
Unlocking the Power of Data Governance: A Strategic Approach to Data Management
Data governance ensures data integrity, security, and usability by establishing policies and standards. Emerging models like data cooperatives and public trusts offer new approaches. Best practices include strategic alignment, accountability, and transparency. Effective governance mitigates risks, enhances decision-making, and drives business success in a data-driven world.