Strategic Management School of Thoughts: Synergistic Integration toward Strategy Implementation
Business strategy is a means of achieving a competitive edge, and strategic implementation is a driving force for a company’s competitive and sustainable performance. The strategic management schools of thought presented ideal and philosophical perceptions about firms' strategies in prevailing circumstances. Unfortunately, managers' emphasis is more on crafted strategies than implementation;..........
A Survey of Artificial Intelligence Risk Assessment Methodologies
Artificial Intelligence (AI) systems are increasingly being deployed in a wide range of applications. For many of these, a failure of the system would be embarrassing and inconvenient, but otherwise harmless. Failures in other applications, such as credit assessments, recruitment, medical diagnostics, (semi-)autonomous vehicles and
power grid load distribution systems, however, would have significant.
Global Risk Manager Survey Report – 2024
We are delighted to present the results of the 2024 Global Risk Manager Survey. Today’s risk landscape is characterised by a need to adapt to immediate short-term challenges at the same time as
integrating longer term concerns, such as climate change adaptation and the green transition, into enterprise risk
management (ERM) frameworks.
The survey highlights the fact that Risk Managers have extended their influence across the organisation and are
playing a pivotal role in ERM training as well as in promoting and strengthening a risk culture.
Allianz Risk Barometer – 2025
The 14th Allianz Risk Barometer incorporates the views of 3,778 respondents from 106 countries and territories. The annual corporate risk survey was conducted among Allianz customers (businesses around the globe), brokers and industry trade organizations. It also surveyed risk consultants, underwriters, senior managers, claims experts, as well as other risk management professionals in the corporate insurance segment of Allianz Commercial and other Allianz entities.
Leverage your ERM as a powerful Decision Tool
Many companies and organisations have an Enterprise Risk Management (ERM) program where they identify, evaluate and decide on action to take on key risks to the company/organisation. For some this is a very systematic and well documented approach using scientific methodologies etc. – for others it is a collection of managerial perceptions. In most all process, some decisions are taken, and the organisation believes it executes well on ERM.
Principles for Effective Risk Data Aggregation and Risk Reporting (BCBS)
One of the most significant lessons learned from the global financial crisis that began in 2007 was that banks’ information technology (IT) and data architectures were inadequate to support the broad management of financial risks. Many banks lacked the ability to aggregate risk exposures and identify concentrations quickly and accurately at the bank group level, across business lines and between legal entities. Some banks were unable to manage their risks properly because of weak risk data aggregation capabilities and risk reporting practices. This had severe consequences to the banks themselves and to the stability of the financial system as a whole.
Associated the BANI Problems and Perspective of Strengthening to Pursue the Formulation of Strategic Management Business Model Holding Company in Indonesia
The concept of BANI, which stands for Brittle, Anxious, Nonlinear, and Incomprehensible, has emerged as a framework to articulate common problem situations in strategic business. This paradigm provides a worldview for state-owned enterprise business Holding, offering a way to comprehend and navigate the complexities associated with strategy formulation, business synergies, and integration.
IRMSA Risk Report – South Africa Risks 2022
Currently we are only just in the ‘Fake it until we make it, or not?’ scenario, which is where we have been for the past two years. What
is encouraging is that recently we have been doing some things right, although not nearly enough. We now have to urgently overcome
the current inertia to avoid a slip into the worst-case scenario of a ‘Perpetual hangover’. The challenge is to avoid regressing on any of our of our gains so far. While we are barely in the ‘Fake it until we make it, or not?’ scenario, we now need to focus on sustained implementation of what we have started. We need to leverage the progress we have made and translate our efforts into tangible outcomes. The threat and opportunity landscape is challenging, but we believe we are on the right course. We now need to demonstrate our staying power as a country and organisations to succeed. We need to leverage the progress we have made and
translate our efforts into tangible outcomes.
Risk in Focus – Hot Topics for Internal Auditors – Global Summary – 2026
The 2026 Global Risk in Focus report shows cybersecurity remaining the top global risk and audit priority, while digital disruption (including AI) and geopolitical uncertainty record the sharpest year-on-year increases. Other leading risks are business resilience, human capital, and regulatory change, with notable regional spikes in digital disruption (Latin America, Middle East, Africa) and geopolitical risk (North America, Europe, Latin America). Audit plans are converging globally around cybersecurity, governance/corporate reporting, and business resilience, with growing but still lagging audit attention to digital disruption, geopolitical risk, and human capital constraints.
Bringing True Strategic Foresight Back to Business
Strategy and foresight were once the same discipline. And they should
be again. The immediacy of day-to-day operations can lead to a strategic process
that is more about ticking boxes and filling templates, which often end up
languishing, unopened, in an... more