Have your say on risk and resilience
How can governance and culture can support improved risk resilience through times of change?
In partnership with KordaMentha, we are surveying our readership on how they and their organisations face change.
‘The only thing that is constant is change.’ That old adage from Heraclitus continues to resonate in today’s corporate environment. Companies need to evolve to thrive in the face of both internal and external forces driving an unprecedented level of change and disruption — how far can we stretch before the rubber band snaps? Strong governance and a healthy culture combined with dynamic risk management processes can help build ‘organisational resilience’ to not only survive but thrive through change.
In building risk resilience during fast-paced change, organisations need to balance agility and fast decision-making with sound governance and clear process. How can culture support this balance and how can it be best measured to drive action for better outcomes?
Culture is the foundation that supports organisations during change. Ambiguity and uncertain outcomes often weigh heavily on individuals clouding decision-making and driving unproductive behaviours.
Organisations are evolving in how they measure and monitor culture through the risk management lens but what are these methods and how can they help?
Some of the innovations which support improved risk management outcomes include:
- upending traditional governance rhythms that rely on heavy narrative and reporting, to more frequent discussions focused on key data, dashboards and decision-making
- technology used in different forms, from managing compliance risks, to improving risk culture through data mining and algorithms that measure and assess culture
- simplified risk management and change processes in ‘plain’ language with focus on behaviours to align people around ‘doing the right thing’ rather than ticking a multitude of boxes
- dynamic leadership centered around authentic communication, providing direction during times of uncertainty and ongoing feedback processes disrupting the annual performance process.
Those of you on the front lines best know the challenges.
We are asking you just three questions in this survey as we seek qualitative rather than quantitative data.
We thank you in advance for lending your knowledge to this important study.