#155 – THREE FATAL MISTAKES MOST RISK CONSULTANTS MAKE – ALEXEI SIDORENKO

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SIDORENKOWarning: this article may upset some conservative risk managers

Risk management in modern non-financial companies is very different compared to say 5 years ago. The level of risk management maturity, for lack of a better word, has grown significantly.

As more and more companies across the globe are looking to implement robust risk management, the demand for risk management consultants is also growing. Unfortunately, not all risk consultants are able to generate long term value for their clients, here are three reasons why:  Continue reading

#155 – JOHN AYERS – LIFE LESSONS EARNED™ – GREG HUTCHINS

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AAAJohn Ayers has been writing for CERM Risk Insights for two years.  His pieces are among the most popular.  In this piece, he provides his perspective on life lessons earn.  Earning a living.  Having fun.  Making a difference.

Greg Hutchins (GH)

Why did you pick engineering for a career?

John Ayers (JA)

When I was a sophomore in high school, a friend of mine told me his father was an engineer. I had not heard the term before. After my friend explained it to me, I began to think about it and decided to pursue it in college. Continue reading

#154 – SAFETY AND GEMBA WALK – JAMES KLINE PH.D.

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aIMG_4231Introduction

The United State Occupational Safety and Health Administration (OSHA) estimate that $60 billion is lost annually from workplace injuries and illness. Using their $afety Pays Program calculator, twenty Carpal Tunnel Syndrome injuries will cost a company $1,260,000 in direct and indirect costs. A single back injury would cost $101,933 total. This makes safety a prime target for risk analysis. Continue reading

#154 – COMMUNICATE YOUR STRATEGY LIKE A NINJA – SHAJI BHASKARAN

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BhHow often have you faced issues in effectively communicating a well formulated strategy to the right stakeholders? Understanding organizations’ strategic plan by all who are involved in the execution is as important as optimally creating it. A well-orchestrated process must be in place to facilitate better understanding of the strategy and the specific roles to be played by different teams. Unless the goals are understood clearly, chances are that you end up having a big gap between intended strategy and the realized strategy. Continue reading

#153 – REPUTATION AND RISK – JIM KLINE PH.D.

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aIMG_4231INTRODUCTION
Increasingly organizations, both public and private, are recognizing that what citizens, customers, shareholders, legislators, and the financial markets think about their integrity or competency has a significant impact. In a 2014 Global Survey on Reputation Risk a majority of the companies were concerned about situations beyond their control that could affect the reputation of their companies. Continue reading