Manage Reputation Risk

Our experienced consultants help risk managers:

Augment their enterprise risk management teams to monitor stakeholder-sourced reputation risk. This risk intelligence both informs risk mitigation strategies and complements existing processes for crisis management.
Accelerate analyses of potential risks to reputational value when stakeholders might react to conventional adverse events most harshly, and draw on their expertise to identify the most likely perils. A risk register becomes an active, living tool that guides strategy.
Implement cutting-edge sorting and prioritization strategies for risks that may have  enterprise-wide impact.

Our consulting services support risk managers in providing strategic counsel.

The best strategy for protecting reputation value begins with understanding stakeholder expectations and ends with managing them. Only risk managers can anchor the risk strategy that their colleagues in finance, legal, and communications will eventually amplify.

That’s because today’s enterprise risk management is different. First, it requires a risk strategy to help companies to navigate multiple politically divisive issues at once. There are also the identity issues, the pressures around ESG, and “stakeholder” capitalism which has come to include everything from gender and racial diversity on Boards, to supply chain sustainability and  more industry-specific concerns.

The trick is finding which concern tops the list of which stakeholder group, how material that group is to the company, how likely that group will become aggrieved, and how it will impact enterprise value. The complexity, geographic distribution, and speed of operation of today’s market-leading enterprises makes risk management daunting.

Download case studies on how Risk Managers used Steel City Re products and services.

Today’s strategic risk managers find themselves uniquely capable and positioned to meet this challenge. 

Risk managers have formal and informal relationships that radiate like spokes in a wheel to reach across organizations. As such, they “touch” more areas of the company than anyone else and do so with an independence of interests and job function that gives them credibility with staff, their peers, and with C-suite and Board members. 

They know who has their fingers on the pulses of stakeholders and they know how to listen. They know how to sort through risk priorities and allocate risk mitigation resources appropriately. They know how to collaborate with their operational colleagues to implement risk strategies and, in bad times, how to collaborate with their crisis management team to mitigate consequences.

We help them rise to this mission-critical strategic challenge.