IRMSA Risk Report – South Africa Risks 2017
The third edition of the IRMSA South Africa Risks Report is presented at a time of profound change. The populist anti-globalization wave that produced majority votes for Donald Trump in the United States and for Brexit in the United Kingdom is the consequence of the “anti-establishment” flag that has been raising its head around the world. This flag has been discussed by Clem Sunter and Dr Chantell Ilbury at the IRMSA Risk Report launches over the past two years and represents the growing lack of faith in professional politicians in America, Britain, Europe, Australia and many other countries. Trends and events of this nature remind us that South Africa and organisations operating within its borders are exposed to a myriad of external threats and opportunities, beyond those that are solely internally driven. South Africa’s risk landscape has been equally, or perhaps even more, volatile than the global environment during 2016.
Indlulamithi South Africa Scenarios 2035
The Indlulamithi South Africa Scenarios 2035 explores three plausible futures for South Africa between 2024 and 2035, built from 26 high‑impact, high‑uncertainty variables and a refined social cohesion barometer. “Hadeda Home” imagines a fragile, compromise-driven democracy with sluggish reform; “Vulture Culture” depicts a populist, authoritarian, economically stagnant and crime‑ridden narco‑state; and “Weaver Work” portrays a cooperative nation with effective coalitions, green and inclusive growth, institutional renewal and social mobilisation. The scenarios aim to inform long‑term, evidence‑based planning and galvanise collective action across sectors.
Enhanced Combined Assurance Framework for South African Organisations – Example Only
This framework provides South African organisations with a comprehensive approach to implementing combined assurance aligned with King V Principle 12. Combined assurance integrates all assurance activities across the three lines model (operational management, risk/compliance oversight, and internal audit) plus external providers, eliminating fragmentation that typically results in 15-25% inadequate risk coverage and 10-15% duplication. The framework comprises six core components: integrated architecture, assurance mapping methodology, governance mechanisms, integrated planning, consolidated reporting, and quality assurance. Implementation follows a phased 12-24 month roadmap across foundation, integration, operationalisation and maturity phases. Research shows organisations with structured implementation achieve 30-40% better coordination, identify emerging themes 40-50% faster, and reduce 20-30% planning overlap. The framework positions combined assurance as a strategic governance capability that enhances board effectiveness, optimises assurance resources, and strengthens stakeholder confidence in organisational integrity.
The Issue of Modern Strategic Management in Enterprises or Firms
Strategic management is a management function focused on long-term goals and actions, as well as a set of long-term measures and approaches aimed at improving the vitality and strength of an individual or a group of individuals in relation to competitors. Strategy formulation is the direction of action and its clear tool is a key part of management and an important sign of good governance.
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.
Navigating Complexity: The Role of Risk Maturity Models in Modern Business
In an era marked by unprecedented uncertainty and interconnected risks, organisations are increasingly turning to risk maturity models as a strategic tool to bolster their resilience and competitiveness. Effective risk management is crucial for survival and success, and this is where risk maturity models come into play.
The Key Administrative Competencies of Managers Required for Company Development in the Bani World
When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure).