Strategy

What You'll Learn

You will be immersed in a dynamic learning method that emphasizes case studies, scenario planning, and wargaming exercises, as you explore how public, private, and nonprofit organizations are driving and securing organization value. You will return to your company with a personal Key Risk Indicator scorecard that incorporates risk into strategy execution—and with the frameworks to turn short-range risks into long-term opportunities.

Key Topics

Linking risk management to strategy formulation and execution

Installing and operating an enterprise risk management system
Identifying key risk events that could derail your strategy
Assessing and mitigating the most likely and consequential risks your company faces
Selecting the risks that your firm has a comparative advantage in retaining
Implementing and monitoring risk mitigation initiatives
Selecting strategies that are adaptable and robust for multiple states of the world

Managing the risks from uncontrollable external events

Recognizing and managing supply chain risks in an interconnected world
Identifying risks that the enterprise should insure or hedge against
Estimating the likelihood and consequences of sudden events with "heat" maps
Using scenario analysis and wargaming to anticipate and plan for external risks
Responding to risk events caused by macroeconomic and political disruptions, natural disasters, and global pandemics

Responding to reputational and brand risks

Dealing with unfavorable feedback from the media and other constituents
Responding to unexpected data about your operations, products, and services
Understanding the difference between risk management and crisis management
Recognizing the potential causes and consequences of a data breach
Identifying board directors' roles and responsibilities for cybersecurity

Organizing, managing, and governing the risk management function

Deciding on the appropriate level of authority for your risk management function
Setting priorities and establishing funding for risk mitigation initiatives
Embedding risk management in your organizational reporting structure

Maintaining the creative tension between innovation and risk management

Anticipating the risks inherent in a high-innovation strategy
Balancing the rewards from innovative ventures with the risks from unexpected events
Recognizing and avoiding how "bad things can happen to innovative strategies"