October 10th, 2018

A New Boldness in Tackling Emerging Risks – Part II

Posted at 1:00 AM ET

For many risk leaders, implementing the seven imperatives in the previous article will prompt a rethink of the team’s capabilities and culture. Operationally, these strategies call for greater experimentation in analytics, creativity in stakeholder engagement, and agility in developing insights on the materiality of pressing concerns. Strategically, it means championing threats for which evidence is limited or conflicting, and helping to scope innovative risk mitigation solutions.

As outlined in the report Material Improbabilities, Getting Practical with Emerging Risks from Marsh & McLennan Companies Global Risk Center, some risk leaders may need to expand their comfort zone, but those who can mesh strategic vision, influencing skills, and technological fluency on top of their core risk-management expertise will be best positioned to help their firms negotiate dynamic risk environments laden with potential shocks and disruption.

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