Conventional risk management practices are focused on keeping individual ‘risk events’ or ‘risk categories’ at acceptable levels. Tools like risk registers are aimed at presenting the ‘state of risk’ for the top risks. In practice, risk management serves as an accountability instrument in the context of fighting potential miseries.
Do common risk management approaches have any value beyond reassuring supervisory authorities? To which extent do the paraphernalia help decision-makers to manage the expectations of their core stakeholders? Are risk appetite statements, risk treatment plans and heatmaps consulted when impactful business decisions need to be made?
Marinus shares captivating recent insights in decision making under uncertainty. He also elaborates on the essential role of the ‘critical friend’ assisting executives with balancing conflicting interests.
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