Risk transformation

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Risk transformation is about how to mitigate risk and in parallel develop competitive advantages. The goals of risk transformation are first to combat risk and secondly to differentiate and create solutions for the benefits of clients/users. Risk may include financial risk, security/safety-related risks, uncertainty, and risk through action or lack of action. [1]

Contents

Variance Management Transformation: Variance management involves managing the difference between actual performance and the standard (Montgomery, 2009). This is done by identifying the potential variance (gap) and finding solutions in case the variance occurs. Operational variances can be avoided, whereas key variances can be managed (Bednar, 2020, p. 80). Both types of variance can be viewed as risk; understanding how to manage the risk will ease uncertainty. True variance management solutions can have a positive impact if the variance occurs.

Roles

Risk transformation is relevant in many areas, such as:

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<span class="mw-page-title-main">Risk management</span> Identification, evaluation and control of risks

Risk management is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.

Crisis management is the process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization or its stakeholders. The study of crisis management originated with large-scale industrial and environmental disasters in the 1980s. It is considered to be the most important process in public relations.

The chief risk officer (CRO), chief risk management officer (CRMO), or chief risk and compliance officer (CRCO) of a firm or corporation is the executive accountable for enabling the efficient and effective governance of significant risks, and related opportunities, to a business and its various segments. Risks are commonly categorized as strategic, reputational, operational, financial, or compliance-related. CROs are accountable to the Executive Committee and The Board for enabling the business to balance risk and reward. In more complex organizations, they are generally responsible for coordinating the organization's Enterprise Risk Management (ERM) approach. The CRO is responsible for assessing and mitigating significant competitive, regulatory, and technological threats to a firm's capital and earnings. The CRO roles and responsibilities vary depending on the size of the organization and industry. The CRO works to ensure that the firm is compliant with government regulations, such as Sarbanes–Oxley, and reviews factors that could negatively affect investments. Typically, the CRO is responsible for the firm's risk management operations, including managing, identifying, evaluating, reporting and overseeing the firm's risks externally and internally to the organization and works diligently with senior management such as chief executive officer and chief financial officer.

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<span class="mw-page-title-main">Risk</span> The possibility of something bad happening

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Security information and event management (SIEM) is a field within the field of computer security, where software products and services combine security information management (SIM) and security event management (SEM). SIEM is typically the core component of any security operations center (SOC), which is the centralized response team addressing security issues within an organization.

<span class="mw-page-title-main">IT risk management</span> Application of risk management methods to information technology in order to manage IT risk

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References

  1. deloitteeditor. "Risk Transformation: Understanding the Role of Data, Analytics and Technology". deloitte.wsj.com. Retrieved 2020-11-05.

Further reading