tailieunhanh - The top 10 risks for business phần 1

hành vi, và giả định đã tích lũy qua thời gian. Daryl Conner, một chuyên gia hàng đầu về quản lý thay đổi nói: "Bất cứ khi nào một sự khác biệt tồn tại giữa các nền văn hóa hiện tại và mục tiêu của sự thay đổi, văn hóa Một nhà phân tích lưu ý, "doanh thu từ thị trường dược phẩm Mỹ, lớn nhất trên thế giới, | Strategic business risk 2008 The top 10 risks for business UErnst Young Quality In Everything We Do It is never the risk that causes damage or creates opportunities -it is how we respond. About this report Risks are inherent in every forward-looking business decision so successful risk management should be an integral part of an organization s strategy and operations -an important dimension of good management practice. There has been a great deal of work done in the area of risk management in recent years. Ernst Young has been engaged in significant global activity to clarify stakeholder perspectives map management activities and identify leading practice from which all can benefit. Likewise many companies have invested significant resources globally in risk and compliance initiatives. Financial risk and regulatory risk have been the focus of much of this effort. In both cases there are externally determined rules and frameworks with which companies need to comply and emerging best practice guidance on processes and controls that can help. We have worked with many companies who have found that the challenge of compliance can lead to opportunities for performance improvement through improved processes and enhanced communication. Some companies are now looking more closely at their operational risks prioritizing these and thinking about how they can manage and monitor these in a coordinated way the result of which can again be opportunities for performance improvement. What is clear is that to gain further business advantage companies must increasingly look at the extended risk universe from finance and compliance risk -to operational and finally strategic risk. A different perspective on strategic risk Our experience however suggests that strategic risk has not necessarily benefited from developments in management practice. Much that has been written about strategic risk seems to be at such a macroeconomic level that the implications for action by the management of