Strategic Management of the Organisation: The Essence and Main Components
This article determines the significance and application of the concepts of "control", "management", "strategic management", the quality of management, the important task of management, strategic management of higher education, the process of strategic management "Analysis and forecasting of the market environment."
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.
Global Risks Report – 2025
The Global Risks Report 2025 presents the findings of the Global Risks Perception Survey 2024- 2025 (GRPS), which captures insights from over 900 experts worldwide. The report analyses global risks through three timeframes to support decisionmakers in balancing current crises and longer-term priorities.
Integrating Cybersecurity and Enterprise Risk Management (ERM)
The increasing frequency, creativity, and severity of cybersecurity attacks means that all enterprises should ensure that cybersecurity risk is receiving appropriate attention within their enterprise risk management (ERM) programs.
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.
Spot Risks Early by Aligning Enterprise Risk Management Components
Proactively spotting risks requires aligning early warning systems (EWS), key risk indicators (KRIs), risk appetite, and risk tolerance. This integration enables organisations to monitor threats, act swiftly, and stay within strategic boundaries. Benefits include proactive risk management, cost savings, enhanced decision-making, stakeholder confidence, and adaptability to emerging risks, ensuring resilience and growth.
Case Study: Disinformation-Induced Crisis in a Financial Services Firm
A financial firm faced a major crisis after a disinformation campaign falsely accused it of ESG misconduct. Rapid investor withdrawals, reputational damage, and operational disruption followed. The firm recovered by implementing real-time monitoring, crisis protocols, and integrated risk governance—highlighting the urgent need for resilience against information disorder in risk management.
Case Study: Futurist Risk Management at ApexTech Solutions
ApexTech Solutions adopted a futurist approach to risk management by using scenario planning, predictive analytics, and behavioural risk training. This proactive strategy enabled the company to anticipate regulatory changes, mitigate cyber threats, and seize market opportunities, transforming risk management into a source of resilience, agility, and competitive advantage.
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).
Directive in respect of Cybersecurity and Cyber-resilience within the National Payment System
In terms of section 10(1)(c) of the South African Reserve Bank Act 90 of 1989, as amended (SARB Act), the South African Reserve Bank (SARB) is required to perform such functions, implement such rules and procedures, and, in general, take such steps as may be necessary to establish, conduct, monitor, regulate and supervise payment, clearing and settlement systems.
Furthermore, the NPS Act provides for the management, administration, operation, regulation and supervision of payment, clearing and settlement systems in the Republic of South Africa, and for connected matters. The power to perform the functions as provided in the SARB Act and the NPS Act is performed by the National Payment System Department (NPSD) within the SARB. The SARB plays an important role in ensuring the safety, efficiency and resiliency of the national payment system (NPS).