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A Case for Risk Agility

A Case for Risk Agility. Standard risk management processes place too much onus on process management, reducing executive time spent on more valuable risk mitigation activities. Incorrect Prioritization Allocation of Board and Management Resources on Risk Management. Risk Management.

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A Case for Risk Agility

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  1. A Case for Risk Agility Standard risk management processes place too much onus on process management, reducing executive time spent on more valuable risk mitigation activities. Incorrect Prioritization Allocation of Board and Management Resources on Risk Management Risk Management Senior Management spend 80% of their time on risk processes (completing forms and evaluating risks) and only 20% of their energy actively managing risks and opportunities. • Research from MIT shows that companies that over invest in active management of risks and opportunities (risk agility) tend to outperform their peers in both sales and margin growth, adding evidence for the case that executives need to allocate more time to direct risk management. Risk Processes The Case for Agility 2002-2004, MIT-CISR The Importance of Agility to Overall Business Success EIU 2009 Survey Unimportant Neutral Important or Extremely Important n = 349 Business Executives and Board Members n = 649 Source: Corporate Strategy Board research; Risk Integration Strategy Council research.

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