The Big Three
The Big Three | Risk & Insurance |
Much has been written, yet little actually done, to define the limits of risk that organizations are willing to take.
Crawl, Walk, Run
Crawl, Walk, Run | Risk & Insurance |
Innovating typically infers moving forward with speed. After all, competition in business can be brutal, but is nothing if not a game of speed.
Accountability and ERM
Accountability and ERM | Risk & Insurance |
The debate rages on about who should own enterprise risk management. Well I'd like to suggest that this obsessive focus misses the point and risks failure of any plan to manage risk well in any enterprise.
Terms of Art
Terms of Art | Risk & Insurance |
How risk is communicated can loom large. Effectively communicating in the risk business is critical to effective risk management.
The Yin and Yang of Risk
The Yin and Yang of Risk | Risk & Insurance |
One thing I've discovered in the last year is that extremes seem to be the rule of thumb these days.
A Confidentiality Conundrum
A Confidentiality Conundrum | Risk & Insurance |
A conundrum is emerging with risk management technology and the management of risk data.
Is Everything a Risk?
Is Everything a Risk? | Risk & Insurance
One of the challenges presented by these trying financial times is the tendency for management to view everything through a risk management lens.
Insurer Backup Plans
We still haven't quite cracked the code on ensuring the safety and soundness of insurance companies.
From Innovation to Exploitation
An interesting aspect of the recent financial market chaos is how innovation plays into the facts. While arguably simply bad lending behavior was at the core of the problem, increasingly complex (i.e innovative) financial instruments such as credit default swaps played a key role as well.
A Model Defense
Risk modeling is the key to successful risk management. Not quite. Not even close. It has been headline news for most of this year, though. "Risk models got it wrong," the headlines said. Billions were written off or lost. Chief Risk Officers were fired and some scape-goated.
New for the Sake of New
Innovation is often viewed similarly to the age old call for adding value at every turn. Both concepts seem dog eared and overused. Perhaps it's because those of us in the business of risk often don't know how to respond to the call.