Climate change has been dubbed a "threat multiplier" by risk experts.Ī recent external risk that manifested itself as a supply chain issue at many companies - the coronavirus pandemic - quickly evolved into an existential threat, affecting the health and safety of their employees, the means of doing business, the ability to interact with customers and corporate reputations.īusinesses made rapid adjustments to the threats posed by the pandemic. New risks are constantly emerging, often related to and generated by the now-pervasive use of digital technology. The risks modern organizations face have grown more complex, fueled by the rapid pace of globalization. Risk management has perhaps never been more important than it is now. Risk appetite and risk tolerance are important risk terms that are related but not the same.
Throughout, hyperlinks connect to other TechTarget articles that deliver in-depth information on the topics covered here, so readers should be sure to click on them to learn more. This guide to risk management provides a comprehensive overview of the key concepts, requirements, tools, trends and debates driving this dynamic field. Risks untaken can also spell trouble, as the companies disrupted by born-digital powerhouses, such as Amazon and Netflix, will attest. Others will be mitigated, shared with or transferred to another party, or avoided altogether.Įvery organization faces the risk of unexpected, harmful events that can cost it money or cause it to close. Some risks will be accepted with no further action necessary. The formidable task is to then determine "which risks fit within the organization's risk appetite and which require additional controls and actions before they are acceptable," explained Mike Chapple, Notre Dame University professor of IT, analytics and operations, in his article on risk appetite vs. To link them, risk management leaders must first define the organization's risk appetite - i.e., the amount of risk it is willing to accept to realize its objectives. Thus, a risk management program should be intertwined with organizational strategy. We manage risks so we know which risks are worth taking, which ones will get us to our goal, which ones have enough of a payout to even take them," said Forrester Research senior analyst Alla Valente, a specialist in governance, risk and compliance. "We don't manage risks so we can have no risk.
Indeed, the aim of any risk management program is not to eliminate all risk but to preserve and add to enterprise value by making smart risk decisions. Positive risks are opportunities that could increase business value or, conversely, damage an organization if not taken. In addition to a focus on internal and external threats, enterprise risk management (ERM) emphasizes the importance of managing positive risk. This holistic approach to managing risk is sometimes described as enterprise risk management because of its emphasis on anticipating and understanding risk across an organization.
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