Technology change, competitor action, cyber attacks, supply chain disruption, regulatory change, product blunders and executive departures–the risks to business performance are unceasing in a dynamic environment. Yet, in the need for performance lies the seed of improved risk management.
The board is accountable for protecting and growing value. Boards seek to drive a culture of find early and fix fast to ensure the range of risks to return are managed, especially those most painful to explain to investors or regulators.
Complicating this imperative are many hurdles, including two particularly troublesome ones. First, the parade of [Read more at http://www.boardmember.com/Article_Details.aspx?id=7032]