Often the cut and thrust of daily business life gets in the way of sitting back and taking stock of risks in a business. Distractions can take the form of putting out spot fires, negotiating contracts, resolving issues with customers, dealing with projects, or managing personnel matters. Business leaders should carve out time periodically to take stock of the risks in their business and look at how they manage them.
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Enterprise Risk Management (ERM) is now widely accepted as a credible and valued business activity. Many businesses, however, have difficulty identifying, assessing, and documenting the range of risks that they face.
The key to the successful implementation of an ERM program across an organization is getting the balance right between ‘micro’ operational risks – many of which are still important – and key strategic business risks.
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Business leaders often neglect to critically question the sustainability of their business model. When a line of business, department, segment or product is going well the temptation is to rely on it more heavily for future revenue and earnings growth. There are a number of key questions that can be asked to assess and understand business model risk.
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Business owners, boards and managers should ensure that they have a detailed understanding all the risks their business faces. This should include all strategic, financial, and operational risks. This understanding should be underpinned by a rigorous and documented risk identification, assessment, and management regime.
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Custom designed 52 Risks® X Moleskine® notebooks are now available in the new 52 Risks® shop.
Each notebook comes with a fold-out guide to the 52 Risks® framework and nine sheets of Strategic, Financial and Operational Risks stickers.
Moleskine® notebooks are high quality, industry leading notebooks – manufactured in Italy.
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