Strategic Management: A Comprehensive Review Paper
Purpose: This paper aims to shed light on the evolution of strategic management over time, including definitions, supporting theories, tools, importance, and application in various business settings, and highlight the challenges and future trends of strategic management.
Building a Resilient Organisation
Sun TZU, in The Art of War writes that:
“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”
This quotation highlights the importance of understanding our organisations and the environments in which we operate.
Supply Chain Resilience Survey – 2023
Resilience is as important as ever in the changing world of disruptions. Deloitte’s report from our Supply Chain Panel survey about resilience reveals that More than 3 of 4 respondents value resilience in their company as important.
Framework for Dynamic Risk Management in Responsive Organisations – Thesis
In a fast-moving business environment open to global competition and with the proliferation of new technology, risk management is fundamental to doing business, especially considering the dynamic nature of the environment in which organisations now exist.
Effective Risk Reporting
An important element of risk management is related to risk reporting i.e., how do you convey the results of the risk management process to management.
Starting with the end of the sentence “to management” means the reporting must be defined in such a way and with such content that management finds this relevant and valuable.
Data Governance Essentials Handbook
Definitions of Data Governance are numerous. However, they agree on a key principle - that it’s dedicated to the organisation of people, processes, and technology to enable effective data management.
The 2023 Banking Turmoil and Liquidity Risk: a Progress Report (BCBS)
The banking turmoil of March-May 2023 was the most significant system-wide banking stress since the Great Financial Crisis in terms of scale and scope. Over the span of 11 days – from 8 to 19 March 2023 – four banks with total assets of about $900 billion were shut down, put into receivership or rescued. Subsequently, a bank with roughly $230 billion of assets was closed on 1 May 2023. The bank failures, while having largely distinct causes, triggered a broader crisis of confidence in the resilience of banks and banking systems across multiple jurisdictions.
Case Study: Building a Multi-Generational Risk Culture at Veritas Financial Services
Veritas Financial Services bridged generational gaps in risk management by integrating workshops, mentorship, and hybrid tools. By aligning Baby Boomer traditions with Gen Z innovation, they boosted engagement, reporting, and compliance. This case highlights the value of inclusive, multigenerational strategies in building a resilient and future-fit risk culture.
Perception is Power: How Risk Owners and Champions can transform Decision-Making and Resource Allocation
The article explores how risk perception, shaped by experience, biases, and culture, influences decision-making and resource allocation for risk owners and champions. It offers strategies to align perceptions, overcome biases, and foster a strong risk culture, ultimately enabling organisations to manage uncertainty more effectively and achieve their strategic objectives.
The role of a leader in shaping employee behaviour in the VUCA/BANI world
The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. An organisation is often able to overcome difficulties owing to a leader who does not only make strategic decisions, but also supports employees. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era.