Today, companies are obliged, fiduciarily, and otherwise to be increasingly risk resilient…however, achieving risk resiliency is much more than conventional enterprise risk management. Instead, it’s… Read More
Risk tolerance – risk appetite, where does your company stand?
In my relatively small niche of the intangible asset business world, it’s routine to engage experienced and seemingly successful management teams who cavalierly express the view that it’s impossible to eliminate all (business) risk.
The single greatest challenge to helping company’s design and execute an organizational resilience plan is achieving consensus about the criticality of certain processes, products, and assets (tangible and intangible).
A good step toward achieving organizational resilience puts the onus on management teams and boards to literally identify (recognize) the unique elements and features that are embedded and sometimes very much under their company’s radar.
Organizational resilience is much more than mere defensive steps to protect a company, rather OR must also include proactive measures to improve – exploit a company’s competitive position.