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The 4 Types of Courage That Foster Growth and Innovation

Oliver Wyman金融服务实践中的合作伙伴,财务与风险和组织效果

经验丰富的首席风险官员知道有典型的,可预见的风险,有不可预测的风险,如流行病。如今,风险职能必须不断处理意外变化。应对这一需求需求大量的勇气,但勇气是在风险管理范围内很少讨论的质量。

Today’s stressful conditions aren’t, however, conducive to being courageous, and risk professionals themselves tend to be risk-averse. Risk functions are typically organized in silos that discourage joined-up thinking. This increases the likelihood that issues, which don’t sit neatly into the traditional boxes, fall through the gaps. Initiatives requiring collaboration across the siloes can be slow and painful, especially when everyone is working remotely.

随着业务面临长期不确定性,风险管理人员将促进其团队内的勇气,以促进积极的心态。经理应该鼓励有四种类型的勇气:选择完美的进展,反对小组,想想更大,并从错误中吸取教训。

在完美中选择进展的勇气

在不稳定的时期,风险领导人的重要性是关注他们如何做出决策。经常,追求完善的风险函数内的敏捷性。当基于手头的数据(假设填补空白的假设)的80/20估计时,致力于完善分析和预测,对快速决策更有用。

这将需要一个重大的文化转变,因为风险团队通常由雇用和培训的技术专家组成,以依赖定量研究,并提供准确的分析而不是普遍存在的推迟。但在这个复杂和暧昧的环境中,我们不再拥有奢侈的时间来组装完美的数据或188bet滚球投注分析。

Rather than asking your team when the Q3 provision forecast would be ready, risk managers could ask the team to come up with a best estimate for Q3 by the next day. When that number is delivered, the manager could then ask for the team’s level of confidence in the estimate. Very often, analysis that is “good enough” enables decisions to be made sooner rather than waiting for perfect numbers that come too late and frequently support the same course of action.

勇气违背小组

随着中断的增加,企业的主要风险所以。因此,风险领导人对其团队如何通过建设性挑战和辩论来批判地思考其团队的问题并相互支持。在压力下运作时,人们不会总是说起来并与他们的同龄人相矛盾,从不介意他们的领导者。同样,当经济不确定,人们担心他们的工作和家庭,让你的头脑不仅仅是挑战,不同意或冒险。

For this reason, it is critical to operate in an environment of psychological safety in which all team members feel comfortable speaking up against what otherwise appears to be the group consensus. In other words, avoid “groupthink” by fostering the courage needed to be the lone voice in a room willing to refute key assumptions, underlying forecasts or emerging risk assessments.

害怕犯错误会导致过于保守的行为和不愿意创新或实验。

One way to create a more open and supportive environment is to appoint someone to play devil’s advocate. This team member’s role would be to intentionally confront or question the other members of the group (regardless of their own opinion). Ensuring that someone raises questions can change the dynamic, giving permission for disagreement and reinforcing the idea that constructive dissent is part of a healthy risk culture.

Risk leaders could also think about using war-game exercises to test the strength of a new policy or decision. For example, if a credit risk team was planning to redesign its board and executive committee reporting, a small team from market risk could be tasked with developing an alternative proposition as part of a red versus blue team set-up. Both teams could use the learnings to ultimately build resilience.

Courage to Think Bigger

最近的经验表明,当工作负载很高,截止日期很紧,有更少的时间或精力来创新或思考大局。人们倾向于优先考虑紧急,短期问题。但矛盾的是,当赌注很高,时间有限时,避免在短期不确定性上进行固定并考虑地平线上的内容更为重要。花时间通过反思和思考来扩大观点。

一个欧洲金融ser首席风险官之一vices company sets aside 10 minutes at the end of her weekly leadership team meeting to encourage the team to brainstorm: What has been missed? What might go wrong? What new risks might arise? She provides the time for individuals to consider risks or challenges outside their own areas of expertise or responsibility. For example, the head of credit risk might make an observation about a potential new source of cyber risk.

勇气犯错误

Leaders must accept that if they encourage their teams to be innovative or think outside the box, more might go wrong. This is especially true when teams are operating under pressure in challenging circumstances. Fear of making mistakes, especially in a risk-averse community of risk managers, can lead to overly conservative behaviors, a reluctance to innovate or experiment, and covering up errors.

如果有重视学习而不是责备,才会发生勇气进入风险职能。当人们不可避免地犯错时,鼓励你的团队分享并庆祝这些学习机会。怀疑那些从未觉得错过的人。通过分享自己的错误以及您所学到的内容,有勇气成为一个强大的榜样。

Some of the best chief risk officers we’ve met are those who have instilled a sense of curiosity and positivity in their teams. Not every idea or suggestion will be viable or realistic, but it is important to try to help your people look for the nugget of gold in every idea and build upon it.

A Courageous Future

The world is changing faster than we could have imagined a decade ago. Whether it’s addressing human-made or naturally occurring risks, the challenges that lie ahead for risk functions are only set to increase. By giving risk teams both the opportunity and permission to be more courageous, chief risk officers can better prepare them to respond to the changing needs of colleagues, customers, stakeholders, and even the broader society.

米歇尔岛

Oliver Wyman金融服务实践中的合作伙伴,财务与风险和组织效果

Michelle Daisley是Oliver Wyman的合作伙伴在伦敦奥利弗·威曼的财务和风险和组织效果实践。她帮助许多主要银行,保险公司和其他金融机构提高了风险治理框架的稳健性以及其风险管理功能的有效性。她对许多领导金融公司进行了董事会效果审查,并帮助许多机构改变了风险文化。米歇尔撰写了一些奥利弗·威曼的报告,最重要的是第一款金融服务报告。

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