Risk management in organisations : an integrated case study approach

Cover
Half Title
Title
Copyright
Contents
List of Illustrations
List of Tables
Foreword
Preface
Acknowledgements
1 Introduction to This Book
	Why This Book Is Important
	Contents and Use
	Reference
2 Risk and Governance
	Aim
	What Is Corporate Governance?
	History of Corporate Governance Regulations
	Governance Regulation and the Rise of Risk Management
	Conclusion
	References
		Useful Web Links
		Discussion Questions
3 International Standards for Risk and Enterprise Management
	Aim
	Risk Management Standards: Background
	COSO 2017: Enterprise Risk Management: Integrating With Strategy and Performance
	ISO 31000 (2018)
		Principles
		Framework
		Process
		Communication and Consultation
		Recording and Reporting
		Monitoring and Review
	Conclusion
	References
		Useful Web Links
		Discussion Questions
4 Risk Management in Theory and Practice
	Aim
	Principal Risks
	Establishing a Risk Architecture
	Conclusion
	References
		Useful Web Links
		Discussion Questions
5 Managing Technology Risk
	Aim
	Definition of Technology Risk and Lines of Responsibility
	Sources of Technology Risk
	Data Breach Case Study: British Airways
		Key Facts
		Information Commissioner’s Findings
	Conclusion
	A Governance and Risk Management Structure for Technology
		Defining the Role of Technology in the Organisation
		Lines of Responsibility and Accountability for Technology Risk Management
		Integrating Technology Risk Into Existing Risk Management Structures and Processes
		Incident Management
		Minimising the Financial and Reputational Costs of Technology Risks
	Technology Glossary
	References
		Useful Web Links
		Discussion Questions
6 Enterprise Risk Management in Manufacturing: The Case of Akzo Nobel (2000–2020)
	Aim
	Akzo Nobel: Background
	Motivations to Adopt ERM
		Regulatory Breaches
		Regulatory Developments on Governance
		Changing Risk Arena and Shareholder Expectations
		Changing Business Environment
		Perceived Benefits
	The Link Between Strategy and Risk Management
		Stage 1: Building a Risk Culture (2000–2004)
		Stage 2: Streamlining and Refining Risk Management Tools (2004–2008)
		Stage 3: Continuous Improvement (2008–2020)
	Core Components of the ERM System
		Governance and Culture
		Strategy and Objective Setting
		Risk Identification, Assessment, and Response
		Risk Reporting and Monitoring
	Making Risk Management Enterprise-Wide
	Is ERM Working?
	References
		Useful Web Links
7 Risk Management in Retail: Tesco PLC (2004–2019)
	Aim
	Tesco: Background and Key Facts
	Risk Management in Tesco: Phase 1 (2004–2014)
		Aggressive Growth Strategy
		Performance-Based Control
		A Value-Driven Culture
		High-Profile Leadership: A Culture of Fear
		Seven Failures of Governance and Control
		Seven Consequences
	Risk Management: Phase 2 (2014–2020)
		Senior Management and Strategy
		Simple Messaging for Cultural Change
		New Initiatives in Risk Management
		The Beginnings of ERM?
		Is It Working?
	Conclusion
	References
		Useful Web Links
		Discussion Questions
8 Risk Management in the Public Sector: Birmingham City Council (2002–2020)
	Aims
	Historical Background
		Governance
		Risk Management
	Birmingham City Council Profile
		The City
		The Council
		The Governance Model
		Risk Management in Birmingham City Council (2002–2020)
		Changing Risk Priorities: 2000–2010 versus 2010–2020
	Conclusion
	References
		Useful Web Links
		Discussion Questions
9 Best Practice Risk Management: Key Lessons
	Introduction
	Lesson One: Risk Management Systems Are Both Time and Organisation Specific
		Time
		Organisational Traits
	Lesson Two: Organisational Culture Is Critical to Risk Management Effectiveness
		What Is the Profile of Risk Staff/Risk Management in the Organisation?
		Is There a Culture of Openness or of Fear in Respect of Risk Issues?
	Lesson Three: Be Patient! Building a Mature and Effective Risk Management System Takes a Long Time
		Formulate a Code of Conduct/Ethical Framework and Establish Core Risk Boundaries
		Develop a Risk-Aware Culture
		Develop Standardised Control Tools to Create Organisational Coherence in Risk Management
		Look Outwards and Redefine Enterprise Boundaries in Terms of Risk Management
	Lesson Four: Risk Management and Performance Management Don’t Always Agree
	Summary
	References
10 A Risk Management Perspective on COVID-19
	Aim
	Social and Economic Impact
	Government and Organisational Preparedness
	Planning for Highly Uncertain Critical Events
		Insurance
		Detailed Planning
	Conclusion
	References
		Useful Web Links
		Discussion Questions
Index