Data Governance and Data Policies at the European Commission
Data governance sets out a framework with clear roles, and the responsibilities and interdependencies of those roles.
Data policies introduce common principles, guidance and working practices in the areas of data management, data interoperability
and standards, and data quality. Equally important are the areas of data protection, information security and intellectual property. However, these are not the focus of this document. Corporate data policies do not specify detailed processes. This allows Directorates-General (DGs)/services to organise themselves in the way that best suits their internal organisation,
while ensuring coordination and alignment across the Commission, including its executive agencies.
Digital Lords and the New Geopolitics: Understanding Techno-feudalism Through a Risk Lens
Techno-feudalism describes a shift from market capitalism to digital hierarchies dominated by tech giants controlling data, platforms, and influence. This article explores its geopolitical impact and outlines critical risks—like regulatory capture, data dependency, and disinformation—that professionals must monitor to safeguard sovereignty, resilience, and democratic governance in a digitally entrenched world.
Agile Transformation: Business Strategies and Best Practices for VUCA and BANI World
Organizations today operate in environments characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), further compounded by brittleness, anxiety, nonlinearity, and incomprehensibility (BANI). To remain competitive and resilient, companies must adopt agile transformation strategies. This chapter systematically reviews the literature to identify essential business strategies and best practices for implementing agile transformation in such challenging contexts.
The South African Meta-Crisis: Managing Systemic Risk in an Interconnected Nation
South Africa’s meta-crisis is defined by interconnected risks rather than isolated threats. Climate transition pressures, institutional governance weaknesses, low economic growth, infrastructure constraints, municipal service-delivery failures and external financial shocks can interact and amplify one another across the national system.
For risk, strategy, resilience and audit professionals, this requires a shift from conventional risk registers towards systemic risk management. While risk registers remain important for identifying and monitoring discrete exposures, they do not adequately reveal dependencies, feedback loops or cascading consequences. Organisations must therefore map critical services, infrastructure, institutions and supply-chain dependencies to understand how disruptions may spread.
Climate change presents both physical and transition risks, particularly for carbon-intensive sectors and financial institutions. Governance quality within public institutions, municipalities and major asset managers is equally important because failures in oversight, accountability and service delivery can erode public trust and economic stability. Low growth, electricity and logistics constraints further intensify national vulnerability.
A stronger response requires scenario planning, horizon scanning, stress testing, integrated assurance and resilience-focused governance. South Africa’s ability to manage systemic risk will depend on better decisions, coordinated action and investments that strengthen the country’s capacity to anticipate, absorb, adapt to and recover from complex disruptions.
Navigating the Regulatory Labyrinth: Tackling Uncertainty in Data Privacy and ESG Compliance
In a world where data is the new gold, regulatory uncertainty looms like a storm on the horizon. This article delves into the challenges of data privacy and ESG compliance, offering risk professionals a compass to navigate the turbulent seas of evolving regulations. Discover how to turn these challenges into opportunities for organisational growth and competitive advantage.
Mastering Third-Party Risk Management in a Complex Business Ecosystem
In a world where business boundaries blur, third-party risk management emerges as the unsung hero of corporate resilience. This article delves into the critical realm of TPRM, unveiling best practices and trends that safeguard organisations in an interconnected landscape. From developing robust due diligence policies to leveraging cutting-edge technology, discover how businesses can navigate the complexities of modern supply chains and maintain a competitive edge.
Bridging the Capability Gap: A Critical Challenge in Strategic Management Implementation
Capability gap analysis is a crucial process for organisations to identify discrepancies between current and desired capabilities. It involves evaluating the desired state, analysing the current situation, finding gaps, developing an action plan, and implementing improvements. This strategic tool helps businesses allocate resources efficiently, enhance performance, and align capabilities with organisational objectives for sustainable growth and competitive advantage.
Talent Management and Retention: A Strategic Imperative for Risk Professionals
In a world of volatility and ambiguity, risk professionals are the unsung heroes of organisational stability. This article delves into cutting-edge talent management strategies for attracting, retaining, and nurturing these crucial experts. From competitive compensation to innovative learning platforms, discover how to build a resilient talent ecosystem that thrives amidst uncertainty.
Navigating the Resilience Maze: Mastering Governance and Coordination for Robust Programmes
This article examines challenges in implementing resilience programmes, focusing on governance and cross-sector coordination. It emphasises effective governance for managing performance and addressing risks. Key areas include understanding resilience governance, overcoming coordination challenges, and best practices. Insights highlight board involvement, integrating coordination into existing structures, establishing steering committees, regular reviews, staff training, and fostering a resilience culture. Mastering these aspects is crucial for organisational success in uncertain times.
Emotion in Strategic Management: A Review and Future Research Agenda
Emotion in strategic management has attracted increasing scholarly interest during the past twenty-five years. Researchers have demonstrated the nature and significance of emotion in strategic management from a broad range of perspectives across different levels of analysis. Given the expanding research on the topic, the time is ripe to synthesize this diverse and multifaceted body of knowledge.