Professional Documents
Culture Documents
Company?
CORPORATE RISK MANAGEMENT
SYNDICATE 6
AKHMAD DWI RIYANTO 29116011
GEMMA GRIMALDI 29116223
MUHAMMAD DANIALA SYUHADA 29116059
Background
Growth
Profit
Success ?
Unbounded Make an
Optimism identification Level
of Internal Risk
Exposure
Make
Executive
Nervous
Background
Due to growth
Types of
internal Due to culture
pressures
Due to information management
The Risk Exposure
Calculator
Pressure Point Due to Growth
NO
Low Score
Are the
aggressive
Pressure for stretch goals set
Performance from the top
Pressure for
Performance?
YES
High Score
Pressure Point Due to Growth
Are
NO
operations
Low Score
expanding
faster than
Rate of
our capacity
Expansion
to invest in
more people
and
YES
technology?
High Score
Pressure Point Due to Growth
NO
Are there any (Low Score) While in time
inexperience rapidity of growth
Inexperience will be a problem
employee at
of Key if the personnel
their
Employee behind the key
responsibility position is
and they do? inexperience
YES employee
(High Score)
Pressure Point Due To Culture
Percentage of the
business is based
on new products
Based on information
and services that Based on internal particularly as it
have been competition flows upward
generated by
creative, risk-
taking employees
Pressure Point Due to Information
Management
Transaction
complexity Success possible to make higher intensity of
and velocity
risk
Diagnostic
performance One signal that a high score is called, rise a
measures felling of frustration
Decentralized
decision Quick expansion of the Company, possibly local
making managers are often given bigger role of autonomy to
make decisions
Five Questions About Risks
Q managers
communicated
the core values
of the business in
Have managers
in organization
clearly identified
the specific
Are diagnostic
control systems
adequate at
Are your control
systems
interactive and
Are you paying
enough for
monitoring critical designed to traditional
a way that action and
performance stimulate internal controls?
people behaviors that
variables? learning?
understand and are off-limit?
embrace?
A
Managers must Managers must determine which The systems that force companies no longer
do more and go determine what performance variables managers to engage in use traditional internal
behaviors and conversations about
through the matter most in present
strategic uncertainties.
controls, with the
actions could circumstances and the following reasons:
motions of writing design ways to ensure Any number of systems To refocused and
damage the
a mission business reputation
the key managers and can be used streamline business,
statement, visible choose to focus interactively. which make the
and declare the diagnostic measures on Using systems can companies more
action, and actions operations, critical continually assess competitive
prove the living categorically off- balance sheet assets opportunities and To remove redundancy
and the competitive threats and middle
document limits
environment management oversight
A Calculator and a magnifying glass
Magnifying Glass
Executives running successful enterprises need
magnifying glass to search within their organizations
for the risks that may be multiplying.