All risk is connected. As in Dirk Gently’s world, everything in the risk world is now connected, but without the humor of Douglas Adams. The consequences of operational perils between and among employees—the sorts of things that might have triggered coverage with Employment Practice Liability insurance, is now a matter for derivative litigation and the SEC.
A risk strategy, is, well, strategic. You know, it boosts value. If no one knows your firm has effective thoughtful risk management and dutiful governance over all that is mission critical, can it possibly be strategic? As the path to boosting equity value through share buybacks becomes increasingly expensive, this is a vital question CRO’s, CFO’s and board risk committees need to ask their risk leadership.
The military, and many corporate leaders, think in terms of an ‘OODA loop’ — the amount of time it takes to Observe, Orient, Decide and Act. We live in an era where weaponized social media has compressed OODA time frame for reputation risk management dramatically, especially when institutional investors are on tenterhooks.
Reputation risk emerges when the expectations of a critical mass of stakeholders shifts, and the value of favorable expectations transforms into the costs of emotionally-rich disappointment. Twitter’s blue check “chaos” shows that the velocity of reputation risk boosted is approaching military-grade speeds.
Mitigating an expectation shift: An effective, thoughtful risk strategy. Of the many on offer, only our solution is quantitative, battle-tested, quality management-proven, and grounded in four Nobel Prize winning insights. The bottom line: mitigating costly reputation risk by targeting factors that would lead to a shift in expectations
