Informed Risk Taking : Risk Management Process – Analysis

Informed Risk Taking : Risk Management Process – Analysis, available at $79.99, has an average rating of 4.38, with 61 lectures, 1 quizzes, based on 1666 reviews, and has 6536 subscribers.

You will learn about Help you focus on risk management 2 and learn practical steps to integrate risk management into decision making and key business processes Be able to assess the risk management process maturity of your organization Be able to develop a plan for risk management integration into key business activities and decision making Be able to integrate risk management principles in key decisions and business proceses This course is ideal for individuals who are Risk managers and internal auditors or Decision makers or Intependent directors and Board members or Risk management students It is particularly useful for Risk managers and internal auditors or Decision makers or Intependent directors and Board members or Risk management students.

Enroll now: Informed Risk Taking : Risk Management Process – Analysis

Summary

Title: Informed Risk Taking : Risk Management Process – Analysis

Price: $79.99

Average Rating: 4.38

Number of Lectures: 61

Number of Quizzes: 1

Number of Published Lectures: 61

Number of Published Quizzes: 1

Number of Curriculum Items: 64

Number of Published Curriculum Objects: 64

Original Price: €44.99

Quality Status: approved

Status: Live

What You Will Learn

Help you focus on risk management 2 and learn practical steps to integrate risk management into decision making and key business processes
Be able to assess the risk management process maturity of your organization
Be able to develop a plan for risk management integration into key business activities and decision making
Be able to integrate risk management principles in key decisions and business proceses

Who Should Attend

Risk managers and internal auditors
Decision makers
Intependent directors and Board members
Risk management students

Target Audiences

Risk managers and internal auditors
Decision makers
Intependent directors and Board members
Risk management students

Learn 15 practical steps on integrating risk management into decision making, business processes, organizational culture and other activities!

This course is not about doing risk assessments, building risk registers, heat maps or risk reports. None of these things have anything to do with proper risk management. This is what I call risk management 1 – risk management for external stakeholders (Board, auditors, regulators, government, credit rating agencies, insurance companies and banks). This course is about alternative, different take on risk management, it’s about risk management 2 – risk management for the decision makers inside the company.

If there is one thing I learned in my previous role as Head of Risk of a multibillion-dollar sovereign investment fund, risk management is not about managing risks. It’s about helping management make strategic, operational and investment decisions with the risks in mind.

It sounds simple enough, but it’s anything but. Here are some of the lessons I had to learn the hard way:

A. Thinking about risks is not natural

B. Individual and corporate risks are not the same

C. Business decisions happen every day, not once a quarter

D. Integrating into business processes means knocking on people’s doors

Over the years, risk managers have tried various ways to get the business units to participate in the risk management process. Some simplified the risk identification and assessment methodologies, others complicated them. The result in both cases was the same – disappointment. Best case scenario – annual or quarterly risk assessments were perceived as a necessary evil with most employees ignoring them and few actively resisting.

Did it for example ever strike you as odd, that risk management is supposed to be a support function, yet business units are constantly required to provide the information to the risk managers and not the other way around? It almost feels like the business is there to support risk managers in doing their job.

Maybe, just maybe, it is time for the risk managers to stop living in a universe, where the business is regularly required to provide information, participate in risk assessments and to contribute to lengthy discussions about risk mitigation. After all, this does not make business sense. Why would business units take the time away from making money to supply risk managers with all this information? The only logical answer is because they must, it’s a compliance issue. And this is where it gets interesting, risk managers have for years been telling us that it’s not about compliance, it’s about generating business value. Something doesn’t add up. If an activity takes time and resources and doesn’t have an immediate impact on business decisions or business processes, something is clearly wrong.

Join me to discover how to integrate risk management principles into day to day decisions, change how investments are done, change how strategy and budgets are set and change the very culture of the organization.�

BONUS:

– 4 future trends

– How to integrate risk management into strategic planning

– How to integrate risk management into decision making

#managerisk #riskmanagement #riskanalysis #decisionmaking #riskacademy #iso31000 #cosoerm #erm #risk

Course Curriculum

Chapter 1: Risk Management – INTRODUCTION

Lecture 1: Risk Management – Welcome

Lecture 2: If I was do describe this course in one sentence

Chapter 2: OBJECTIVE 1. DRIVE RISK CULTURE

Lecture 1: A. EVALUATE TO WHAT EXTENT THE COMPANY'S STRATEGY@RISK

Lecture 2: A1. Understand what management appetite for change is

Lecture 3: A2. Start by selecting the overall framework and documenting legal requirements

Lecture 4: A3. Document legal requirements for risk management

Lecture 5: A4. Assess the effect of uncertainty on strategic objectives

Lecture 6: A4.1 STEP 1 – STRATEGIC OBJECTIVES DECOMPOSITION

Lecture 7: A4.2 STEP 2 – IDENTIFYING FACTORS, ASSOCIATED WITH UNCERTAINTY

Lecture 8: A4.3 STEP 3 – PERFORMING RISK ANALYSIS

Lecture 9: A4.4 STEP 4 – TURNING RISK ANALYSIS INTO ACTIONS

Lecture 10: B1. Develop a high-level Risk Management Policy

Lecture 11: B2. Document risk appetite for different types of decisions

Lecture 12: B3. Include risk items on Board’s agenda

Lecture 13: B4. Consider establishing a Risk Management Committee at the management level

Lecture 14: B5. Promote risk management within and outside the compan

Lecture 15: B6. Reinforce the "no blame" culture

Lecture 16: B7. Join forces with the managers responsible for other areas

Lecture 17: B8. Find the right sponsors

Lecture 18: C1. Select the risk governance model that suits maturity level

Lecture 19: C2. Include risk management roles and responsibilities into existing documents

Lecture 20: C3. Update existing policies and procedures to include elements of risk

Lecture 21: C4. Regularly evaluate risk management culture

Lecture 22: C5. Include risk management KPIs into individual performance reviews

Lecture 23: D. CREATE A NETWORK OF “RISK-CHAMPIONS”

Lecture 24: E1. Include the principles of risk-based decision-making in induction training

Lecture 25: E2. Conduct training for senior management and the Board

Lecture 26: E3. Conduct training for "risk-champions"

Lecture 27: E4. Make risk training competency based

Lecture 28: E5. Develop in-house certification for employees in high risk activities

Lecture 29: E6. Use gamification and passive learning techniques

Lecture 30: F. KEEP IT SIMPLE

Chapter 3: OBJECTIVE 2: HELP INTEGRATE RISK MANAGEMENT INTO BUSINESS

Lecture 1: G. HELP EMPLOYEES INTEGRATE RISK ANALYSIS INTO THEIR WORK

Lecture 2: H. RISK-BASED STRATEGIC PLANNING, BUDGETING AND PERFORMANCE MANAGEMENT

Lecture 3: H1. Integration into strategic planning

Lecture 4: H2. Integration into budgeting

Lecture 5: H3. Integration into performance management

Lecture 6: H4. Integration into decision making

Lecture 7: I1. Speak the business language

Lecture 8: I2. Include risk information in the company's external communication

Lecture 9: I3. Include risk information into existing internal communication channels

Lecture 10: I4. Create simple risk escalation mechanisms

Chapter 4: OBJECTIVE 3: BECOME A TRUSTED ADVISOR

Lecture 1: J. VALIDATE MANAGEMENT ASSUMPTIONS

Lecture 2: K. INFORM MANAGEMENT ABOUT EMERGING RISKS

Lecture 3: L. PROMOTE RISK MANAGEMENT AS A SERVICE

Lecture 4: M. TAKE OWNERSHIP OVER SOME RISK ASSESSMENTS

Lecture 5: N. BUILD YOUR OWN NETWORK OF RISK ADVISORS

Lecture 6: O. CONTINUOUSLY IMPROVE YOUR OWN RISK MANAGEMENT SKILLS

Chapter 5: KNOWLEDGE TEST

Chapter 6: OBJECTIVE 4: RISK MANAGEMENT 1 AND RISK MANAGEMENT 2

Lecture 1: What is risk management 1?

Lecture 2: What is risk management 2?

Lecture 3: Prioritising risk management 1 and risk management 2

Lecture 4: Risk management 1 vs risk management 2

Chapter 7: OBJECTIVE 5: SAVE TIME

Lecture 1: Why risk managers need to reprioritise their efforts

Lecture 2: Save time on quarterly risk assessments

Lecture 3: Save time on developing risk criteria

Lecture 4: Save time on risk appetite statements

Chapter 8: PRACTICAL EXERCISE: ROADMAP

Chapter 9: BONUS MATERIAL

Lecture 1: BONUS: 4 future trends in risk management

Lecture 2: BONUS: Integrating risk into strategic planning

Lecture 3: BONUS: Integrating risk into decision making

Lecture 4: BONUS: Interview with Gareth Byatt

Lecture 5: BONUS: Interview with Hans Laessoe

Instructors

Alex Sidorenko
Chief Risk Officer

Rating Distribution

1 stars: 18 votes
2 stars: 41 votes
3 stars: 216 votes
4 stars: 631 votes
5 stars: 760 votes

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