If “Risk Leaders” don’t know…how can their bankers and insurers?
Wednesday, 28 July, 2010 Leave a comment
Here is the latest video offering from Ontonix, I trust that you will find it informative!
From a personal perspective communicating, to a prospective client or interested party, what “Quantitative Complexity Management” is about is a complex task in itself and I sincerely hope that this video explains the process, the valuable (previously hidden) information that can be obtained and how a business can derive enormous benefit from such insight.
The case study is an interesting and, in the current climate, a relatively unusual one. It is a successful, growing, business with a management team who, despite their obvious success, appreciate that there is more to learn about the business, They are prepared to be proactive and to seek out sources of risk. They are the type of RISK LEADERS who appreciate that ERM, Legal, Regulatory compliance can count for little if the underlying structure of the business is fragile. They are ensuring that the business is “fit for randomness”. That they are robust. To a bank or an insurer they represent an excellent risk:
financial – credit – management liability (D&O) – property – casualty
THE BURNING QUESTION REMAINS, IF INSIGHT INTO THE GENERAL HEALTH OF AN ORGANISATION CAN BE GLEANED BY ANALYSIS OF FINANCIAL INFORMATION (GENERATED BY THE DAY-TO-DAY ACTIVITIES OF A BUSINESS) WHY WOULD A BANK OR INSURER CONTENT THEMSELVES WITH RISK RATING BASED UPON INCOMPLETE & HISTORICAL STATISTICAL DATA?
“Running a company based on just the financials is like driving a car by only looking at the rear view mirror!”
With Ontospace we are able to map internal operational interdependencies and effectiveness as well as external supply chain robustness. We can provide the same in depth analysis and, if required, real-time monitoring of critical operations or processes.
COMPLEXITY is not an imaginary foe dreamt up just to make life more difficult than it already is for modern business. It is the inevitable consequence of the advancements we have made. We view a business as the dynamic (non-linear) complex “system” that it is and needs to be.
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