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To gauge the current state of risk sensing, Deloitte, in a survey conducted with Forbes
Define and design 3
Insights, asked C-level executives in large organizations about their companies’ risk
sensing capabilities. This document, directed to senior executives, presents a
definition of risk sensing, key results of the survey, and an approach to developing and
enhancing risk sensing capabilities.
Risk sensing now 5
13
reside in narrow technical units, fail to focus broadly enough, or otherwise leave the
organization open to the very risks that risk sensing should be detecting and monitoring. An evolving capability
Moreover, sensing emerging strategic risks can position an organization not only to avoid and
mitigate risks but also to generate risk-powered performance. The latter creates value from risk
by moving early to address nascent market movements and customer needs, harness benefits
from emerging technologies, and block competitors’ efforts to gain first-mover advantage.
Define and
design
Risk sensing employs human insights A robust risk sensing capability encompasses the following characteristics:
and advanced analytics capabilities to
identify, analyze, and monitor Strategic focus C-suite engagement Outside-in points of view
emerging risks to the organization’s Most major organizations monitor Senior executives possess the Views of external analysts who
business model, long-term viability, financial, operational, regulatory, influence, resources, and understand the organization, its goals,
and ability to create value. This is reputational, and other risks specific organization-wide view to ensure that and the risks it faces provide “another
done by identifying and then to the business. Risk sensing should risk sensing does not become siloed, set of eyes” as well as a necessary
monitoring strategic risk indicators of incorporate these risks to the extent narrowly focused, or overly tactical. corrective to the inevitable cognitive
events, trends, and anomalies in that they help inform strategic Equally important, senior biases that can distort the views of
structured and unstructured data decision making. Significant management should integrate risk management and other internal
from internal and external sources additional opportunities to expand sensing into the risk governance and parties.
and comparing them with the value come from identifying and risk management program. That
organization’s risk tolerance levels monitoring strategic risks—those that integration generates actionable Combined technological
and thresholds. Advanced analytics, could undermine strategic objectives, insights related to plans, key metrics, and human resources
combined with business-driven risk negate management’s assumptions, and thresholds to support decisions Analyzing and predicting rare and
indicators, provides the ability to or exceed the organizations’ risk of senior-level executives. It also emerging events has become
analyze this data in various scenarios appetite. ensures that those insights are increasingly possible with advances
to identify the risks most relevant to communicated to the right senior in data analytics and technology. Yet
the organization’s business leaders Listening posts stakeholders and result in coordinated human analysis completes the job,
and decision makers. Listening posts and observable actions. enriching these views and providing
indicators enable tracking of trends valuable, otherwise unavailable
Risk sensing aims to detect emerging and emerging disruptors. An example Metrics and tracking information and insights.
risks so that management can would be monitoring emerging Objective baseline measures of risk—
mitigate those risks before they technology trends that could disrupt strategic risk indicators and
generate potentially significant the industry or changes in customer parameters—should be developed so
damage or costs or require higher sentiment expressed in statements risks can be tracked against those
investments. Companies can also about the company and its products measures going forward. Ideally, the
identify emerging trends and thus and services. Listening posts can also risk sensing program includes
enhance their understanding of the be established to monitor employee triggers (relative to risk tolerances) for
risk/reward tradeoffs inherent in value sentiment to assist the organization evaluating, communicating, and
creation and improve their funding in shaping its culture and its ability to mitigating risks.
decisions and allocation of resources. retain talent.
now
the top three “Agree” answers on a scale of 1 to 10 (Figure 1), they apply them most often to financial
risk (70 percent), compliance risk (66 percent), and operational risk (65 percent), and less often to
strategic risk (57 percent). Yet strategic risks tend to be most important to senior executives.
19%
14% 16% 8% 8%
7% 5%
3% 0% 3% 3% 4% 3% 0% 3% 2%
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Not at all Full use of risk Not at all Full use of risk
sensing tools sensing tools
21% 9%
10% 15% 7%
10%
7% 3% 3% 3%
3% 3% 2%
2% 1%
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Not at all Full use of risk Not at all Full use of risk
sensing tools sensing tools
now responses) that they employ people with the knowledge needed to monitor, analyze, and act
on risk sensing data (Figure 2), about one-third are less certain that they have the right people.
Figure 2: Do you have the right gathering and analysis time and effort
people in risk sensing? and free resources for more complex Looking for Anomalies
analysis and higher value added
65%
True risk sensing—strategic risk identification and monitoring—
activities.
encompasses detection of rare events and observations, that is, the
anomalies outside the expected patterns or existing trends.
agree/strongly In practice, some companies that
agree that they have the right people may not always Here are a few first steps to consider in outlier detection and analysis:
employ people equip them with the right tools. Those • Embrace data scarcity: Rare events by their nature provide few
with adequate tools include not only data scanning observations to detect and analyze. Sophisticated analysis and
knowledge to and sensing, but measurement, modeling can work with low-probability outliers to provide more insight
both monitor analytical, and visualization tools—the into developments and events, despite scarce data. Today’s
and analyze risk latter being essential to applications technologies can compensate for data scarcity and help in monitoring
sensing data of risk sensing and analysis of big changes over time.
and make it data and strategic risks. Many
• Build context: Rather than dismissing outliers as insignificant, consider
actionable for companies focus on visualizations,
each new event or piece of information as providing an opportunity to
the business. dashboards, and analyses of historic
refine the organizational vision and recalibrate the context. If an
trends in internal data, but few use
occurrence is strategically relevant, its rarity does not in itself diminish
Not surprisingly, the largest pattern analysis, scenario analysis, or
its potential significance and impact on the organization.
companies—those with at least other complex analytics, such as rare
US$5 billion in annual revenue (as event analysis, and thresholds to • Maintain situational awareness: Keeping the 5 W’s (who, what, when,
opposed to those in the US$1 billion monitor risk over time and trigger where, and why) in sight ensures that rare event analyses align with
to US$5 billion range)—most often early warning signals. evolving business goals and realities. Linking anomaly detection to the
agree, given their deeper talent pool. organization’s strategy and business context keeps it rooted in risk
By definition, rare events occur management rather than reducing it to forecasting for its own sake.
Depending on the size of the team in infrequently and thus provide few, if Consider this: After virtually every major risk event, analysts discover a
a respondent’s company, this may any, observations from which to few signs, warnings, or data points that presaged the event or something
also be an indication that they rely extrapolate. Analytical and modeling very similar. Anomaly detection and analysis aims to locate and interpret
solely on people, while additional, techniques that account for low- these signals before the event occurs.
broader, and more in-depth analysis probability outliers can provide more
could be done using tools. Such tools insight into these rare events (see
reduce the mundane, initial data- sidebar).
40%
percent (Figure 4), indicating can provide agenda-free views on themselves battling new competitors
uncertainty about the value of risks to the organization. An outside- with disruptive business models
external viewpoints. This finding may Agree/ in view integrates, and adds insight to, sooner than they ever thought
be skewed by respondents who strongly agree risk sensing results. News reports, possible.
51%
consider external views as including— blogs, public filings, social media, and
or mainly consisting of—social media the like provide fragmented views. An Although the board does not engage
or reviews and ratings on websites. It external, integrated view can provide in risk sensing, directors do have a
may also reflect the focus of current Slightly agree/ greater context to internal data and role in ascertaining that risk
slightly disagree
risk sensing efforts, as external data analysis and thereby help in management practices are
is less relevant for near-term and 10% evaluating assumptions and sufficiently robust and forward
tactical decision making than for Disagree/ potentially erroneous data and looking. In addition, as risk sensing
adjusting the longer-term strategic strongly disagree conclusions. Additionally, external capabilities mature, they extend
focus and direction. data points can be presented to beyond an operational and tactical
Thus, a significant element of risk management, facilitate internal focus to a more strategic focus that
Meanwhile, 10 percent disagree or sensing—external analysts who can discussions, and used to test provides more data and insight of
disagree completely that an outside correct for the cognitive biases of scenarios designed to gauge relevance to the board. External
perspective can analyze risks with internal analysts and executives—may likelihood of outcomes and their viewpoints would be a component of
greater objectivity, perhaps indicating be missing in many companies. potential impacts. a robust risk management program,
the presence of truly strong, and Those biases include confidence bias and of a robust risk sensing program.
potentially dangerous, internal (overestimating the truth of what we External points of view can be (Indeed, providing external viewpoints
cognitive biases. believe), availability bias particularly useful for weighing risks and correcting for management’s
(overweighting the importance of related to reputation and the pace of biases is the responsibility of certain
Due to rounding, percentages do not add up to 100%
what we most recently saw, read, or innovation. Companies can directors.)
A starting point for monitoring strategic risks would be to identify the primary building blocks and strategic objectives of the organization that, if negatively
impacted, would alter the key forces that drive your sector. Those forces can be organized into domains, such as economic, regulatory, customer, technological,
operational, funding, and research and development, and include scientific, engineering, or other advances that could affect basic drivers of value.
Within specific domains there will be ongoing trends and possible events related to the sector or organization. Consider, for example, the following sample issues
and themes within each of these six common domains:
Economic domain Regulatory domain Customer domain Operational domain Funding domain Technology domain
Regional and national Legislative Product and service Supply chain, alternate Access to and Basic science and R&D
growth, interest rate developments, preferences, factors suppliers, capacity availability of public trends, knowledge
and currency, regulatory agency influencing purchase, issues, production and and private sources of transfer, technology
environments, sector priorities, compliance evolving customer delivery challenges, funding to support commercialization,
developments, input methods and costs, journey, competitive outsourcing, use of growth plans and academic activity,
costs (including labor), case law and litigation product and pricing alliances and channel strategic objectives, patent filings and
supply and demand trends strategies, technology partners and ability to generate citations, technology
dynamics adoption curve adequate returns on acquisitions
capital
These are only general sample factors within each of these domains. The actual issues and themes (and domains) would be far more specific to the sector and
organization. Also, identifying the forces affecting each domain represents only one step. Domains overlap in ways that must be identified so interactions among
them can be mapped to identified risks and potential opportunities. Additionally, each organization needs to determine the severity and impact that a potential
trend or disruption could have on its business viability and prepare an appropriate response plan.
Here are four steps to consider when framing and implementing a true risk sensing program:
1 2 3 4
Identify the strategic risks Define the elements Configure the platform to Continue monitoring the
to be monitored, and the required to enable enable scanning, analyzing, data sources and generating
scope of the effort strategic risk monitoring and tracking of strategic risks ongoing insights
• Conduct working sessions • Identify the applications and other • Conduct analysis in keeping with • Develop insights in practical ways and
with senior leaders and key resources, such as human the established scope to gather connect them with the strategic issues
stakeholders to identify, analysts, best suited to analyzing relevant information facing the organization and its business
validate, and prioritize the key strategic risks units and functions, taking into account
• Review information to draft initial
strategic risks the severity of the impact of the risks on
• Establish the relevant data insights on the key strategic risks
the organization
• Agree on the risks and on the extracts and structured and • Enrich the data and findings by • Incorporate the insights into strategic
sector factors and potential unstructured data sources connecting them with sector and business plans, and into key
industry disruptors to be • Outline the workflows required to trends, trends in related industries, decisions such as product development
monitored analyze the focal risks and economic, marketplace, and discontinuation, IT purchases,
• Identify and define the • Identify the outputs constituting technology, regulatory, and other funding plans, and outsourcing and
strategic risk indicators to be the data, analyses, flags, and trends merger and acquisition decisions
monitored, the metrics to be insights, and the visualization • Launch the initial platform, • Work to continually sharpen scanning
tracked, and the thresholds methods best suited to combining automated and human and analysis, expand or narrow scope
that will trigger representing them in a scanning and analytical capabilities and frequency, improve dashboards
communication, escalation, comprehensible form and format and reports, and deepen information
• Review reports with sector and insights
and countermeasures
• Designate which stakeholders specialists and other relevant
• Review and validate the models
receive or have access to which parties
periodically and revise them
outputs, and what actions they
accordingly. While in use, models
are expected to take in terms of should be tightly governed and
communicating, applying, or controlled to allow for consistent
otherwise using the output application across the organization
In addition, the following experts would be necessary in developing and refining a risk sensing program:
However it is defined, developed, and deployed, risk sensing has become a Risk sensing must evolve as the
necessary capability for large organizations in most industries. Part-time, organization and its strategies and
half-hearted, underfunded efforts that lack coordination will not provide a risk environment evolve. Continuous
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coherent picture of the risk landscape, let alone methods of detecting, improvement via periodic
We look forward to hearing
measuring, and tracking emerging strategic risks. recalibration should be designed into
from you and learning what you
the capability, as should a feedback
think about the ideas presented
A strategic approach to risk sensing will do three things: loop from executives, risk managers,
in this study. Please contact us
and business units back to the
at risk@deloitte.com.
analysts to ensure that results are of
1 2 3 practical use.
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