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Risk managements
Which assets have and will have the most strategic value to your organization ?
by 趙永祥 2015-09-26 07:07:10, 回應(0), 人氣(762)
From a risk management report said, companies invest in strategic assets
to reduce risk
Many respondents (47%) view human capital – which includes employees, partners, and contractors – as a strategic asset
that is worth investing in. The innovation pipeline is another strategic asset closely related to human capital that many
respondents (23%) view as worthy of investment. Many respondents (26%) also view customer capital as an important
investment area.
Which assets have and will have the most strategic value to your organization?
Innovation and the ability to be a step ahead
of the competitive market is a key strategic risk
for all organizations, whether they be banking or
pharmaceuticals.
I think
the truly differentiated organizations, are those that can
deal with strategic risk issues, whether they exist now
or in the future, with talented people who are clearly
on the innovative curve. You have a human capital or
a people capability risk if you do not have depth in
your organization. If you have enough depth in the
organization, you can manage your environment. But if
you’ve got a key person dependency, then you’ve got
human capital risk.
You only have a human capital or a people capability risk
if you do not have depth in your organization. If you have
enough depth in the organization, you can lose the normal
attrition rates of really good people to other organizations.
But if you’ve got a key person dependency, then you’ve got
human capital risk.
Cisco has a similar view about the crucial link between
human capital and innovation. Particularly for IT,
innovation is huge and one of the biggest – if not the
biggest – priority areas.
How do you keep up innovation?
You need the
human capital side – the right skill set and expertise. You
need to make the right investments all the way down from
the leadership.Of course, human capital risk often comes down to human
behavior. What we’re trying to do is get to a point where
we can control our conduct and reputational risk in a
similar way to how we manage other principal risks such
as credit and market risk.
I
think that’s the big difference to the way we acted before.
And when I say ‘we’ I mean the industry as a whole. At
Barclays, we’re implementing a conduct risk framework
that we didn’t have before. Also, we have a huge program
of values training; every single employee of the bank
globally – all 140,000 people – had to attend values
training in person this year.” says Reto Kohler of Barclays.
Looking ahead three years from now, we have seen that the innovation
pipeline is expected to emerge as a top risk-related
strategic asset in which to invest.
by Dr. Chao Yuang Shiang