Read e-book online Managing Business Risk: A Practical Guide to Protecting Your PDF
By Jonathan Reuvid
Businesses now discover that, whereas monetary integrity and company continuity are nonetheless of basic significance, they have to be thought of along the potent administration of functional enterprise hazards, akin to branding and attractiveness, employment practices, product legal responsibility, healthiness and security, fraud, highbrow estate, buyer loyalty and provide chains.
Read Online or Download Managing Business Risk: A Practical Guide to Protecting Your Business PDF
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Extra info for Managing Business Risk: A Practical Guide to Protecting Your Business
Open and continuous dialogue right from the outset of a project is critical to its success and critical to securing buy-in through inclusion. It is important that the central change team ensure that appropriate channels of dialogue are enabled so that project communication does not become one-way or ‘event driven’. 6. Measure feelings The only sensible early warning indicators for project failure rest in so-called ‘soft metrics’, ie those measures that reveal stakeholder feelings about a project.
Making effective use of resources is crucial to mitigate the major strategic, financial and operational risks associated with building development, especially as the production of built assets involves vast capital expenditure. There are two important stages for a client when linking building development and the production of built assets to organizational requirements: 1) establishing programme vision and objectives, and 2) establishing programme infrastructure. Establishing programme vision and objectives For the complex task of navigating and flying an airplane, pilots need detailed information… on fuel, air speed, altitude, bearing, destination, and other indicators that summarize their predicted and future environment.
This may vary depending on skills, control and information available, the objective being to achieve equilibrium between risk and cost to the business. Having determined the allocation of risk, only then is it possible to establish the supporting procurement structures and information requirements to make it all integrate and work together. The dangers of not doing this are witnessed all too often. For instance, Ernst & Young has worked with many clients who have invested heavily in procurement advice without establishing stringent test and information requirements on which its success depends; eg procuring an asset at a guaranteed maximum price before the building design has been developed sufficiently for accurate costing.