Pensez-vous que le Risk Management d’une enterprise soit essentiel à la compétitivité positive durable d’une organisation?

Exposé Entreprises & gestion Management organisation

Date de publication :

04/05/2008

Langue :

Anglais

Format :

.pdf

Nombre de pages :

14 pages

Niveau :

expert

Consulté :

3 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

To implement a good risk management in a company, some principles have to be understood
Risk management as a competitive advantage: the firm's total risks
1. Operational risk
2. Product market risk
3. Input risk
4. Financial risk
5. Legal risk
6. Tax risk
7. Regulatory risk
The different stages in the risk management strategy's implementation
1. Risk identification
2. Risk measurement
3. The risk control
The financial ratios
The ten traps
1. The process
2. Lack of confidence in a long-term plan
3. Wrong assumptions
4. Failure to adapt and change
5. Failure to obtain input
6. Oversimplified or unreasonable goals
7. Inability to measure
8. Poor team management
9. Disregard for lessons learned
10. Biting more than you can chew

Résumé :

Do you think enterprise risk management is essential for sustainable competitive advantage of an organization? (titre original) A risk is a potential negative impact to an asset which can occur; it is also defines as a probability of a loss or a threat to an organization. The ERM could be defined as the sum of all proactive management directed identification, analysis and economic control. The enterprise risk management is the fact that companies realize the existence of such risk and decide to take this factor into account when implementing their business. Thanks to ERM, companies allow them to conduct their activities in a changing and complex competitive environment; to react quickly and correctly to constantly changing conditions; to help owners, the board and management deal with risks in all aspects of operations. The effect of the enterprise risk management is to increase confidence of all business partners, shareholders and co-workers in the company: that is why it is such a good competitive advantage. Indeed the ERM impacts the company management through a wide point of view that means horizontally: across all operations of an organization which deals with speculative and pure risks, and vertically, from the strategic level thanks the management team, the board of direction which gives objectives to the front-line employees.