Risk Foresight Series - Uncertainty, Strategy and Risk
Foresight aims to identify opportunities and areas of vulnerability in complex strategic issues. Its application ranges from strategy development to the raising of awareness of developments that are likely to influence the future.
Common to BRG's Foresight Series workshops is the facilitation of the structuring of knowledge about complex issues into manageable elements so that these issues can be understood better and more informed decisions can be made.
The following workshops will arm you with these required skills and knowledge through interactive and experiental learning:
Navigating the Governance Treasure Map
Environmental Scanning
Enterprise Wide Risk Management - Myth or Reality?
Integrating Risk and Performance Management?
Navigating the Governance Treasure Map
Following any map for treasure has its risks and rewards – this is akin to the key challenge facing organisations in today’s ever changing landscape of uncertainty
Do you know what treasure awaits ?
Do you know how to work out the “clues” on your treasure map?
What navigational tools can you use?
A ‘treasure map’ helps to contextualize your governance framework by allowing you tocluster and categorize concurrent challenges and opportunities.
Attend this workshop to explore how a stronger degree of understanding of the nature of the governance landscape can help in actively monitoring change and improve governance outcomes.
This will allow you to learn how to add to your ability to increase the degree of decision reversibility, to make staged investments and improve your thinking about Organisational agility in managing risk and opportunity.
Environmental Scanning
“There is a tide in the affairs of men, which taken at the flood, leads to fortune. Omitted, all the voyage of their life is bound in shallows and miseries. On such a full sea are we now afloat, and we must take the current when it serves, or lose our ventures”
- Marc Anthony “Julius Caesar”
Recent high profile government and corporate, intelligence and strategy failures demonstrate where organisations have not managed to fathom the moving tides in today’s sea of change. They show that we all filter what we [allow ourselves to] see. These dangerous exclusions lead to questions– from inside and outside our organizations about ‘what we should have known’ and to ‘inevitable’ surprises. If we do not learn how to separate out what is important to our future, the accumulation of information becomes merely a practice that places unneeded demands on our attention. This is hardly a useful, or indeed wise, practice in the long run.
- Does your organisation understand how to link scanning to the wider processes of anticipatory and strategic management, risk management and strategic planning?
- Do you know how to identify trends that require a whole-of-organisational response because they are converging, horizontal or cross-cutting?
- Are you able to manage complexity in the external environment?
“In a world where economic woes in the Philippines can reverberate in Denver –where the internet spills forth an unstoppable avalanche of cheap information…and where globalization is paradoxically creating segmentation rather than homogeneity” (Karl
Albrecht, Corporate Radar, 2004) – how can organisations take a forward view of strategic management?
Learn how to transform today’s dynamic, exciting – yet often chaotic and threatening landscape – into tangible business results. The workshop will show you how to reach beyond standard business parameters – to analyse the events, trends and forces that could radically alter the future of your organisation.
Enterprise Wide Risk Management - Myth or Reality
Enterprise wide risk management is one of the hottest topics in risk management today – and the least practiced. Its intent is to collapse the traditionally siloed functions of risk management into a unified approach to managing risks across the enterprise.
Unarguable in concept, nebulous by design and unheard of in practice! In fact some commentators have identified enterprise wide risk management as a myth because the costs of developing this approach to risk management do not justify the benefits accrued.
“……………….the COSO framework will help debase the idea that ERM is expensive and onerous” Risk Management Magazine, November 2004
Is the notion that enterprise wide risk management is a failure a myth?
What evidence is there that enterprise wide risk management actually works?
Is success industry specific?
Can risks really be managed from an enterprise perspective? How?
Does your organisation understand how to measure the value of enterprise wide risk management? And to monitor its performance?
Do you know how to manage the risks and opportunities of developing and implementing enterprise risk management in your organisation?
Attend this interactive workshop to defray the enterprise wide risk management myth and make it reality for your organisation
Integrating Risk and Performance Management
Organisations are being forced to perform in the midst of enormous economic and political turmoil. We're riding a wave of rapid change and a much faster economic metabolism, the pressure to improve performance is relentless. It comes from shareholders, directors, executives, employees, customers and leaders – all wanting more, wanting it better, wanting it faster.So when will things get back to normal?
They have. This is the new normal. To survive and prosper in this tougher environment, organisations need to recognise that risk lies at the heart of many of the strategic and operational decisions that drive stakeholder value and affects the ability of the organisation to achieve sustainable performance and good governance outcomes.
Risk management systems are typically being developed in parallel to pre-existing performance management frameworks. However, considering the commonalities in their design and usage this is not an optimal scenario.
"Risk management, often thought of as the province of specialists in the financial services and energy sectors, is now a major factor in implementing an enterprise performance management (EPM)framework," John Hagerty, Vice President AMR Research
Do you understand the performance drivers in your organisation?
Does your organisation run parallel systems for managing risk and performance?
Do you understand the relationship between stakeholder value, risk and performance management?
How well does your organisation align strategic and operational performance measures?
How responsive is your organisation to change – does it have adaptive capacity?
Attend this two day interactive workshop and learn how to stay on course and achieve extraordinary performance in a sea of change