Wednesday, August 11, 2021

Integration of Risk Management

The efforts on managing risk holistically or in a more integrated fashion are critical for the long run.

Strategic risk is associated with specific long term goals or objectives of the company, the possibility of risk being cascaded to all entities in a given industry, function, or partnership. It has a broader perspective, involving many known unknowns and unknown unknowns because it is about the future.

 Many companies are immature in the way they do their Strategic Risk assessment and management due to the lack of senior management focus and ineffective processes or practices. The resultant output is sub-standard and in the end, enterprise risk management is blamed as a time wasting and unproductive exercise. An effective approach to strategic risk management is to integrate risk identification and assessment in multiple management disciplines, enhance the detection of future strategic risks and predictions of future performance.

Integration of corporate risk management into strategy:
In business, every day is a risk, but when a company embarks on a growth strategy, the risk curve will always be greater than a “business as usual” approach. Be cautious of the things that would prevent the execution of the strategy or operational plans from achieving the stated aims or that would even make the strategy and operational plans completely obsolete. Strategic risk management actually creates value by identifying opportunities to capitalize on uncertainty and volatility to maximize gains and improve competitive positioning. A good strategy management needs to incorporate a solid risk management plan. After strategy has been made and communicated, the critical juncture is at this point, where you would then workshop with the board and executive management teams in order to understand the risks to achieving strategic planning.

A strategy is to plan for the inevitable, while risk management is to prepare for the inevitable. There are many out there that simply don't understand, or appreciate the benefits of risk and opportunity management to an organization. As long as risks have been identified and agreed with stakeholders as per business needs, then you can take place risk models which effectively predict, optimize, and consider a continual and sustainable approach and specific threshold for justifying opportunities and business outcome. As strategic risk management is a critical component of business strategy. Without solid risk management, the things that would prevent the execution of the strategy or operational plans from achieving the stated aims or that would even make the strategy and operational plans completely obsolete.

Integration of corporate risk management into organizational culture: Risk management may require a lot more future vision as well as a strategic mindset, therefore, management discipline is critical. Meaningful enterprise risk management is as much about changing organizational culture as it is anything. All people must support it if they want to create risk management effectively in organizations. Instead of risk management being viewed as the role of a few people in risk management, it needs to be viewed as the responsibility of every person in the organization that makes a decision and involves risk. Strong risk management can be integrated into organizational culture-collective mindset and behavior to run a risk intelligent organization.

Cultural values are the result of the strategic governance and risk management model of the organization that is supported by their processes, culture is not what you said but what you really do (live by the values), how can you get people responsible and willing to live your culture? Top management commitment is important to build risk awareness culture successfully. For leading organizations, corporate risk management is already an integral compe­tency and top priority for C-Suite executives, providing them a holistic process for connecting the dots on risk across the orga­nizations.

Integration of corporate risk management into enterprise performance management in a complementary fashion: As both are critical for achieving the vision and mission of the company. Uncertainty and ambiguity are the key challenges for business management today. .Assuming that in any risk management program, all the known and potential risks would have been covered and managed, and over a period of time, you are also able to manage uncertainty and avoid the business pitfalls on the way. The top-performing companies (from a risk maturity perspective) implemented on average twice as many of the key risk management capabilities as those in the lowest-performing group.

The more diverse, the more regulated, the more geographically dispersed an organization is or becomes, the more important an integrated or federated risk management approach becomes. In addition to concerns about the effectiveness, efficiency, and expectations, even more, risks begin to enter the discussions. Reporting against performance measures for each objective is also a report on the effectiveness of strategies, controls, and the risk management process for that objective. What is needed are better communications, better-defined roles, and responsibilities, repeatable processes, transparency, visibility, shared access to information based upon a person’s role in the process, and a few other obvious needs, with the goal to unlock performance.

Risk management is important but should be handled and prioritized in such a way that it’s inherent in the way that it doesn't negatively impact our flexibility to deliver clear solutions. The efforts on managing risk holistically or in a more integrated fashion are critical for the long run, as financial performance is highly correlated with the level of integration and coordination across risk, control and compliance functions.


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