Extended Enterprise Risk: Managing Complexity in 21 st Century Organisations Carolyn Williams,...
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Extended Enterprise Risk: Managing Complexity in 21 st Century Organisations Carolyn Williams, Technical Director, Institute of Risk Management 30 January 2014
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Transcript of Extended Enterprise Risk: Managing Complexity in 21 st Century Organisations Carolyn Williams,...
Extended Enterprise Risk: Managing Complexity in 21st Century OrganisationsCarolyn Williams, Technical Director, Institute of Risk Management
30 January 2014
What is thought leadership?
Recognition – Attributes of a profession
• Recognised standards
• Codes of ethics and behaviour
• Proven knowledge by qualification
• Portable and transferable skills
• Continuing professional development (CPD)
• Recognition of experience and achievement
Thought Leadership Focus
• Enterprise risk management
• Professional competence, qualifications and training
• Emerging and potentially widespread risk
• Interface between risk management and other disciplines
• Steering group
Thought Leadership Research Projects
© 2012 Centre for Health Enterprise 6
Complex systems
A complex system is one in which even knowing everything there is to know about the system is not sufficient to predict precisely what will happen.
© 2012 Centre for Health Enterprise 7
A complex system is one in which even knowing everything there is to know about the system is not sufficient to predict precisely what will happen.
Complex systems cannot be controlled – only influencedSimple systems behave more like complex systems when under stress
Complex systems
www.apod.nasa/apod
Extended enterprise risk
• Complex systems analysis
• Shared value models
• Innovation
• Standards and assurance
• Changing models in the public sector
• Leadership v management
• Risk management competencies
• IT and the cloud
• Communication and governance
Extended enterprise risk
Complex systems and network analysis
• Identify boundaries
• Identify flows and connections
• Model the network
• Network analysis – density, complexity– How quickly information flows in different parts– Critical points for failure - bottlenecks
© 2012 Centre for Health Enterprise 11
Draw on widely diverse
perspectives
Adopt open enquiring mindset
Go out of your way to make connections
Tasks& ideas
Relationships & behaviours
Be Clear
Be Curious
Be Courageous
Invest in promoting
values
Establish compelling
vision
Embrace uncertainty
Distribute leadership &
decisions
Desired leadership characteristic
Risk management competencies in the extended enterprise
• Comfortable with ambiguity, paradox and conflicting ideas
• Negotiation skills
• Conflict management
• Organisational ability
• Strategic ability and future scanning
Other IRM Developments
• Cyber Risk
• ‘Sharnbull’ guidance
• New digital platform
• Revised Certificate and Diploma
• Certification
• Global Risk Awards
Tuesday 20 May 2014, London
Email: [email protected]
Tel: +44(0)20 7709 9808Fax: +44(0)20 7709 0716
Institute of Risk Management6 Lloyd’s AvenueLondonEC3N 3AXUnited Kingdom
www.theirm.org
