Dr. Tyson R. Browning
Dr. Tyson R. Browning
An interactive course with industry examples, exercises, and discussion...
for Executives, Managers, and Risk Professionals
Today’s organizations confront a myriad of risks: financial, operational, regulatory, liability, compliance, and more. Strategies are risky. Implementations are risky. So are projects, suppliers, customers, markets, and even economies. Some of these risks can be foreseen, others cannot be. Risk management is a set of practices and techniques for dealing with consequential uncertainty. All management is risk management, because every decision made by a manager should serve to reduce the risk of not getting a desired result. Similarly, every decision made by a leader brings a certain set of risks while avoiding others. All businesses and organizations take risks to achieve rewards, but all should find and choose the path of least risk to any desired reward. It is always possible to take on more risks than necessary, and many organizations do just that. This course addresses key ideas in strategic risk management and equips leaders and managers to confront the implications of making decisions under uncertainty that matters.
Main Topics
What is risk?
How strategies bring risks
Varied kinds of risk in and around organizations
Distinguishing uncertainty, risk, and opportunity—why some uncertainties cause risk and others don’t
Risk management as part of everyone’s job (not just a particular department’s)
Finding risks—especially in complex, novel, dynamic environments with unknown unknowns (unk-unks)
Why many organizations that practice risk management are actually worse off
Risk attitudes and preferences—conservative, neutral, aggressive
The implications of biases
Risk responses—avoiding, transferring, accepting, mitigating, and more
How decreasing one kind of risk often just increases other kinds
What kinds of risk models should my organization be developing and using—and not using?
What kinds of skills would help my organization increase its risk management capability and maturity?
Organizational implications—short-term and long-term
Executives, upper-level managers, and professionals concerned about the consequences of the many uncertainties facing their organization
Individuals from all departments in a firm, including, but not limited to: Strategy, Operations, Finance, Human Resources, Research and Development, Information Technology, Engineering, Marketing, Sales, and Supply Chain Management
Knowledge of key ideas and terms in risk management
A new understanding of the implications of risk for organizations
New ways to uncover, assess, respond to, and minimize risks
Leading-edge techniques and best practices
The capability to improve the management of risk in your organization
Become a thought leader on risk management in your organization
An opportunity to network with industry colleagues