Leading on risk is about more than mitigating the downside, business leaders also need the courage and judgement to embrace opportunities. Criticaleye explores how to get this balance right.
Featuring Commentary From:
, Deputy Chief Operating Officer, Mace Group
We recognised as a Board that we needed to [create] a higher level of transparency and risk review because, if you’re not careful, as the business gets bigger the leadership team gets more remote from the field of play.
, Director of Financial Services Advisory, EY
If the execs are producing and providing the information then there’s a potential asymmetry. The Board can only challenge based on what they’ve been given.
, Chief Risk Officer, Equiniti
One of the reviews I took the Executive and Board through at Equiniti was to look at the natural divergence of views between all the senior staff on certain risks.
, Group Conduct Risk and Regulatory Compliance Director, Legal & General
Even during times of uncertainty there is a lot that’s known and that doesn’t change.
, Senior Relationship Manager, Criticaleye
The current speed of change is not going to diminish... The risk processes you put in place today must be able to adapt.
, Board Mentor, Criticaleye
Risk management is a fundamental part of running a business, and I’m constantly surprised by how many people who run divisions don’t have a good appreciation of it.