 Part I shared some of Grant Purdy’s background and experience from working more than 40 years on practical applications of risk management, including the improvement of decision making. Part II focuses on Grant’s new book on decision making that he co-authored with Roger Estall. We live in a world that is becoming increasingly intertwined and interdependent which means that complex risks such as pandemics and cyber crime are here to stay. Consequently, the future of ERM will be concerned with building “whole of organization” approaches that meet specific opportunities or challenges with the end goal being the creation of shareable and scalable solutions. What is a policyholder to do when it puts its insurance carriers on notice of a claim, but the insurance carrier does not acknowledge coverage and leaves its policyholder to its own devices to defend and settle the claim, then later claims that the policyholder breached the insurance policy by defending and settling the claim without its consent?  Grant Purdy joins us for a three-part interview. Part I focuses on Grant’s background and experience from working more than 40 years on practical applications of risk management, including the improvement of decision making.ERM in the Age of Pandemics and Cyber Crime: Part III - Leaders Need to Be Held Accountable8/27/2020  Black swans - unlikely, unpredictable, and catastrophic events - justify investment in ERM but there is even greater justification with the arrival of black elephants - looming disasters that are visible but no one wants to address or deal with them.The State of Enterprise Risk Management in the USA: Part III - Integrating ERM and Human Resources7/30/2020  Phil Renaud concludes this article series with a discussion of the need to build a better bridge between the HR function and risk management.How Can Companies Make Sure That Their Cyber Policies Provide Coverage for Data Breaches?7/26/2020 ERM in the Age of Pandemics and Cyber Crime: Part II - Risk and the Rise of the Black Elephant7/21/2020  Black swans - unlikely, unexpected events that change paradigms - justify investment in ERM but now there is even greater justification with the advent of black elephants - looming disasters that are visible but no one wants to address or deal with them. History teaches us the importance of building resilient organizations comprised of people that are self-confident, believe in each other, and feel a sense of responsibility to control their collective fate for the better. In the age of pandemics, cyber crime, and other black elephant type risks, getting senior leadership to increase their involvement and commitment to ensure that ERM becomes integrated into all organizational activities is more important than ever. We start this article series by looking at the difference that good leadership makes in determining whether their organizations build the necessary infrastructure to pursue opportunities and absorb the shocks of doing business in an increasingly intertwined and interdependent world. |
AuthorsLori Siwik and Mark Siwik are the founders of SandRun Risk. They apply the principles of vertical leadership and lean six sigma to the discipline of risk management. From time to time they share their blog with guest authors who write about important risk management principles. Categories
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