Andrew Smart

The Enabling Role of Technology

Within the RBPM approach, we are very clear as to the role of technology and this is summed up in a single word — “enabler”, an enabler for the organization and its people to achieve its objectives and deliver its strategy while operating within appetite.

Continuous Turbulent Times: The Case for Risk-Based Performance Management

To future economic historians, the Credit Crunch might be the defining moment that separates the industrial age from the networked, digitized (or whatever name that they assign to it) era we moved into in the early part of the 21st century.

Defining Strategy: The Question of Appetite

The critical linkage between strategy execution and risk management is made at the objective setting stage, where a risk appetite level is set for each objective. This enables the board and executive to indicate the level of risk they believe to be acceptable for the pursuing of individual objectives.

Risk-Based Performance Management: An Explanation of This New Strategic Paradigm

The Risk-Based Performance Management framework and methodology provides organizations with an integrated strategy and risk management approach which places risk, and specifically risk appetite, at the core of strategy execution.

Conclusion and Change Roadmap

Managing both strategy and risk through frameworks and methodologies such as Risk-Based Performance Management will play a critical role in making [continuous] turbulent times equally exciting and profitable.

RBPM: Integrating Risk Frameworks and Standards with the Balanced Scorecard

Each discipline within the RBPM framework and methodology has been constructed from both Balanced Scorecard and Risk Management viewpoints. In essence, it allows organizations to “manage with one eye on performance and one eye on risk”.

Aligning Risk-Taking to Strategy

Appetite Alignment is the process of continuously aligning current risk exposure to the defined risk appetite, which by implication encapsulates the strategy of the organization. To translate into simple terms, it is about understanding whether the current level of risk-taking is aligned to the chosen business strategy, that is, are we operating within appetite?

Understanding the Relationship between the Three Types of Indicators: KPIs, KRIs and KCIs

All indicators: Key Performance Indicators, Key Risk Indicators and Key Control Indicators — are equally important navigation instruments and are critical components of the overall strategic narrative … organizations require each of the indicator types to tell the story of strategy.