Recently, I spent half a day with a group of corporate directorsand C-suite executives, discussing the intersection of riskmanagement and strategy. We talked about big risks facing allorganizations, sector-specific risks, and risks related to domesticand international security, the financial meltdown in Greece, cyberthreats, natural catastrophes such as the drought in California,and the fight for talent, among other topics.
This led to a robust debate concerning the value of riskmanagement in dealing with real life. The general conclusion: Areasonable amount of good risk management is better than no riskmanagement, but too much poor risk management hurts an organizationby encumbering resources, slowing decision processes and givingleaders—and the board and other stakeholders—a false sense ofsecurity. I'm confident this will sound familiar to many riskmanagement professionals.
Nimble, meaningful risk-awareness
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