What is Risk Velocity?
or What do we mean by a company standing still? Time in risk management is complicated. The future can mean
Management
A Business model to capture change
To capture future business you need a business model designed for speed.
Managing Reputation
I’ve always wondered why some events that have happened in the past became so large and captured the publics’, or medias’ eye. Why some massive events are virtually ignored and a small, seemingly insignificant events, destroy a company. So I analysed 10 of the worlds largest events and created a value driver tree that helped me focus on what is really needed, where I have gaps that need to be filled and basically came to some interesting practical conclusions. One element which is obvious, but I have not seen really taking forefront in such reviews, is the focus on what’s happening around you rather than on the actual event trigger itself. This approach helped me to appreciate that its not only me that makes the event big but external influences also.
Stabalizing Ebitda using Risk Management
By turning the typical processes involved with project management and action planning into a system we achieve two main goals. We make empower the people to make the change and we make it sustainable. These two elements are key in leveraging understanding of where value is created, or not, and building on previous investments to make opportunities more achievable.
The ATIPIC Series 2
Where’s all our money gone? There are many management teams out there who are asking this very question. They have
The ATIPIC Series
1 of 7 – Of course I know what risk management is! We are living in a complex, data filled
Value Creation! The CFO, COO and CRO working Together
Typically, the CFO role is outwards looking. Exchange rates, market, profit, growth, funding. He’s selling a story to the Shareholders and Stakeholders. But we also need to mention carbon foot print, corporate social responsibility and what a great company we are. Why is this important? Today, the value of a company is estimated in terms of non-tangibles. Only 20% is assets and capital based. This is a massive change compared to 10 years ago when it was exactly opposite. Operations, however, need to reduce costs though. Reduce working capital, keep the assets producing, don’t get in the news through issues of pollution, fires or quality problems. The COO role is more inwards facing. Assets are potentially old and in need of repair. Are they able to produce the products needed for the future? How to enhance performance? These two, potentially opposing goals, are typical examples of the day to day dilemmas many companies have. Generating growth through cost cutting. Using
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Enterprise Risk Management 