Businesses collect mountains of data and spend vast sums storing and protecting them. Yet excess data carry a steep price tag for storage, maintenance, and protection, and incalculable potential costs in terms of liability. Similarly, most companies guard their intellectual property at great expense. Yet many efforts to safeguard intellection property are ineffectual or even counterproductive – depressing the value of that which they hope to protect.

Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.

How can today’s leaders become more adept at predicting, assessing and managing risk? The answer lies in enhancing one’s risk intelligence – reducing uncertainty by making strategic choices based on knowledge developed through observation, exploration, learning and sharing.

This publication provides information on the board's role in risk oversight and includes six areas of focus coupled with action-oriented steps to take, along with questions for management, and tools that may help a board execute on its risk oversight responsibilities.

When this regular Ivey Business Journal contributor recommends a certain book, executives can be assured that they will derive value from the book. Even if it is a black swan.

You needn’t be a seer or sage to perceive risk. It’s as predictable and as devastating as a Florida hurricane and as far-reaching as a corporate scandal. But you do need to be a visionary to see the opposite side of the risk coin, the one that lands face down after you flip. The underside represents opportunity, competitiveness and growth.

What do these things have to do with risk? Quite a bit, in fact.

Evaluating country risks is a crucial exercise when deciding where to set up operations in a foreign country. While some risks can be managed with insurance or hedging strategies, others can be measured with a risk-analysis. Though uncertainty will remain in either case, it can be transformed into planned uncertainty, with no surprises in store and contingency plans in place. The author discusses the analytical frameworks a business should examine as it evaluates risk and creates a strategy to manage the uncertainties.

Why are we constantly surprised by the emergence of crises such as the current financial meltdown, and what are the lessons that we can apply when tackling these? According to INSEAD professor Mike Pich, it all boils down to risk and uncertainty - or at least a lack of understanding of the fundamental principles of risk.

Risk managers armed with the most sophisticated quantitative tools available did not foresee the biggest development in a generation -- the systematic breakdown and global contagion of financial markets. In an interview with Knowledge@Wharton, John Drzik, president and CEO of the Oliver Wyman Group, Richard J. Herring, a finance professor at Wharton, and Francis X. Diebold, a Wharton professor of economics, finance and statistics, discussed how to build a more informed risk management model. All three took part in the recent Wharton Financial Institutions Center and Oliver Wyman Institute 12th Annual Financial Risk Roundtable 2009.

This year, companies are reluctant to make predictions about their financial performance in the months ahead. The problem, according to the companies, is not that they don't want to present a gloomy picture; it is that they just don't know how the economy will perform. Risk management models have been criticized for failing spectacularly to predict or prepare firms for the crisis now shaking the world. According to experts from Wharton and elsewhere, the trouble lies less in the models than in the decisions that get made based on them.

Risk—particularly supply chain risk—has become ubiquitous as globalization causes supply chains to lengthen. Accenture and Oracle combine forces to provide a point of view that will help companies understand the nature of supply chain risk—and what they can do to mitigate it.

Companies compete in a multi-polar world—an environment characterized by a new and more complex phase of increased economic interdependence across multiple centers of economic power and activities. Accenture research into global operations reveals that succeeding in this environment demands a new way of thinking about global operations. In particular, it points to five guiding principles that can position companies for high performance on this new global stage.

Why the risk of wrongdoing has migrated from senior executives to middle management — and what to do about it.

The Spring 2007 issue of Rotman magazine contains 124 pages of varying quality articles and other information. I personally recommend reading the following:
- Thought Leader Interview: Daniel Kahneman
- Countering the Biggest Risk of All by Adrian Slywotzky and John Drzik
- Bounded Awareness by Dolly Chugh and Max Bazerman
- Hull's Laws: What we can learn from derivatives mishaps by John Hull
- A Primer on the Management of Risk and Uncertainty by David Robinson
- Questions for: David Apgar

Uncertainty is a business perennial, and making decisions in uncertain times is a staple on the manager’s agenda; it comes with the territory. But decision-making can be made easier, particularly when a manger has a framework to analyze the uncertainty and determine how he or she should go forward. This author describes a dynamic, highly useful framework managers can use.

Complacency, complexity and strained legacy systems are conspiring to raise the risk of an unexpected IT disaster to alarming levels. Standard backup policies and redundant systems are no longer enough. What's needed now is a strategic emphasis on rapid and well-rehearsed recovery.

Michael Regester talks about managing situations that may turn into crises and handling crises once they occur.

"Shadowed by peril as we are, you would think we'd get pretty good at distinguishing the risks likeliest to do us in from the ones that are statistical long shots. But you would be wrong." Despite its misleading title, this article explores the human (not just American) tendency to get calculations of risk wrong.

You're insured and hedged against many risks-but not the greatest ones, the strategic risks that can disrupt or even destroy your business. Learn to anticipate and manage these threats systematically and, in the process, turn some of them into growth opportunities.

This report takes an in-depth look at the many issues and events that are driving the need for improved business continuity management practices, and the steps companies can take to implement an effective Business Continuity Management (BCM) program. It reviews in detail numerous BCM areas and strategies, including an overview of the regulatory landscape, risk assessment and business impact analysis, program design, business alignment, training, testing, maintenance, and compliance monitoring and auditing. [BNET Annotation]

In business, in government, in diplomatic affairs, anywhere that you are confronted with a need for change, you have to ask: Is it effective to make large, radical changes? Or is it more advisable to merely "muddle through"?

This manifesto helps companies of all sizes understand and implement the necessary level of security. The 25 tips cover everything from physical security to SPAM.

The world's biggest factory is also a fake goods hotbed. Here are 13 ways to protect your company. The second in a CSO series on counterfeiting.

What should you be doing to manage supply chain risk? As supply chains grow ever more complex, the question has never been more difficult to answer.

The idea that there is a relation between risk and returns is a cornerstone of modern portfolio theory. And yet, the concept has yet to affect the way most companies manage the real assets of the corporate portfolio. It's an enormous missed opportunity. It is possible to integrate a rigorous assessment of uncertainty and risk into the very process of setting portfolio strategy. The result is a far more comprehensive and realistic approach that can fundamentally transform how senior executives manage the corporate portfolio.