Risk management in organisations : an integrated case study approach

✍ Scribed by Margaret Woods

• Year: 2022
• Tongue: English
• Leaves: 245
• Edition: 2
• Category: Library

✦ Table of Contents

Cover
Half Title
Title
Copyright
Contents
List of Illustrations
List of Tables
Foreword
Preface
Acknowledgements
1 Introduction to This Book
Why This Book Is Important
Contents and Use
Reference
2 Risk and Governance
Aim
What Is Corporate Governance?
History of Corporate Governance Regulations
Governance Regulation and the Rise of Risk Management
Conclusion
References
Useful Web Links
Discussion Questions
3 International Standards for Risk and Enterprise Management
Aim
Risk Management Standards: Background
COSO 2017: Enterprise Risk Management: Integrating With Strategy and Performance
ISO 31000 (2018)
Principles
Framework
Process
Communication and Consultation
Recording and Reporting
Monitoring and Review
Conclusion
References
Useful Web Links
Discussion Questions
4 Risk Management in Theory and Practice
Aim
Principal Risks
Establishing a Risk Architecture
Conclusion
References
Useful Web Links
Discussion Questions
5 Managing Technology Risk
Aim
Definition of Technology Risk and Lines of Responsibility
Sources of Technology Risk
Data Breach Case Study: British Airways
Key Facts
Information Commissioner’s Findings
Conclusion
A Governance and Risk Management Structure for Technology
Defining the Role of Technology in the Organisation
Lines of Responsibility and Accountability for Technology Risk Management
Integrating Technology Risk Into Existing Risk Management Structures and Processes
Incident Management
Minimising the Financial and Reputational Costs of Technology Risks
Technology Glossary
References
Useful Web Links
Discussion Questions
6 Enterprise Risk Management in Manufacturing: The Case of Akzo Nobel (2000–2020)
Aim
Akzo Nobel: Background
Motivations to Adopt ERM
Regulatory Breaches
Regulatory Developments on Governance
Changing Risk Arena and Shareholder Expectations
Changing Business Environment
Perceived Benefits
The Link Between Strategy and Risk Management
Stage 1: Building a Risk Culture (2000–2004)
Stage 2: Streamlining and Refining Risk Management Tools (2004–2008)
Stage 3: Continuous Improvement (2008–2020)
Core Components of the ERM System
Governance and Culture
Strategy and Objective Setting
Risk Identification, Assessment, and Response
Risk Reporting and Monitoring
Making Risk Management Enterprise-Wide
Is ERM Working?
References
Useful Web Links
7 Risk Management in Retail: Tesco PLC (2004–2019)
Aim
Tesco: Background and Key Facts
Risk Management in Tesco: Phase 1 (2004–2014)
Aggressive Growth Strategy
Performance-Based Control
A Value-Driven Culture
High-Profile Leadership: A Culture of Fear
Seven Failures of Governance and Control
Seven Consequences
Risk Management: Phase 2 (2014–2020)
Senior Management and Strategy
Simple Messaging for Cultural Change
New Initiatives in Risk Management
The Beginnings of ERM?
Is It Working?
Conclusion
References
Useful Web Links
Discussion Questions
8 Risk Management in the Public Sector: Birmingham City Council (2002–2020)
Aims
Historical Background
Governance
Risk Management
Birmingham City Council Profile
The City
The Council
The Governance Model
Risk Management in Birmingham City Council (2002–2020)
Changing Risk Priorities: 2000–2010 versus 2010–2020
Conclusion
References
Useful Web Links
Discussion Questions
9 Best Practice Risk Management: Key Lessons
Introduction
Lesson One: Risk Management Systems Are Both Time and Organisation Specific
Time
Organisational Traits
Lesson Two: Organisational Culture Is Critical to Risk Management Effectiveness
What Is the Profile of Risk Staff/Risk Management in the Organisation?
Is There a Culture of Openness or of Fear in Respect of Risk Issues?
Lesson Three: Be Patient! Building a Mature and Effective Risk Management System Takes a Long Time
Formulate a Code of Conduct/Ethical Framework and Establish Core Risk Boundaries
Develop a Risk-Aware Culture
Develop Standardised Control Tools to Create Organisational Coherence in Risk Management
Look Outwards and Redefine Enterprise Boundaries in Terms of Risk Management
Lesson Four: Risk Management and Performance Management Don’t Always Agree
Summary
References
10 A Risk Management Perspective on COVID-19
Aim
Social and Economic Impact
Government and Organisational Preparedness
Planning for Highly Uncertain Critical Events
Insurance
Detailed Planning
Conclusion
References
Useful Web Links
Discussion Questions
Index