By Gary S. Lynch
In keeping with over thirty years of expertise, well-known chief Gary Lynch finds during this crucial consultant a video game plan to spot and deal with more than a few dangers confronted during this courageous new globalized international of fixing industry dynamics and intricate high-tech worth networks. This groundbreaking e-book articulates an experienced-based and spot-on review of possibility administration realities that each one organisations may still make center to their company cultures
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Additional resources for At your own risk! : how the risk-conscious culture meets the challenge of business change
New suppliers arrive on the scene and compete for the business. If the new vendors improve profitability or the return on investment/assets then the switch is made—or better stated—change occurs and risk is created. Unfortunately, pressures to change to more reliable partners, and the need to keep products flowing, often result in shortcuts being taken. A few examples of the risks that arise as a result of this change are: 1) not properly deactivating physical or computer information access, or debriefing the former supplier, 2) failure to assess and integrate the new supplier’s processes and technology, and 3) inheriting contingent supplier risk.
Overexpansion of the employment ranks by global financial institutions in the mid-1980s driven by technological change and deregulation of financial markets (‘‘big bang’’ era). Then came the subsequent massive layoffs and business shutdowns. The proliferation of the e-business model and Internet businesses during the ‘‘dot-com’’ era (1990s) and the subsequent failed Internet start-ups (although there were some successes, such as Amazon and Yahoo) and massive financial market volatility. The impact extended to many secondary businesses such as advertising, recruiting, housing, and financial organizations.
17 As a result organizations find it more difficult to fund and implement comprehensive risk management solutions, and are left with tremendous risk. Here are several trends that reflect the growing gap in an organization’s ability to identify and manage the rapidly expanding risk universe: Rapid changes and accelerating risk caused by globalization, revenue pressures, competition, and regulation. Loss of direct control, geographical separation, communication gaps, and language barriers over key resources and processes that the organization depends on to create value.
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