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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