the case of the muddled messages
DESCRIPTION
When you're trying to implement a sustainable enterprise risk management program, think carefully about what you say. Is that what your audience will actually hear? It's not good enough to explain so you can be understood. You need to be able to explain so that you can't be MISUNDERSTOOD.TRANSCRIPT
The Case Of The
Muddled Message
When it comes to Enterprise Risk Management Prxuo iare
Rolling out the new program
Managing risk is now part of everyone’s job ! We’re counting on you to bubble up the risks to us.
So what exactly does one of these “risk” thingies look like?
Rolling out the new program
Our new program will include all significant internal and external environments, systems, circumstances and stakeholders.
Isn’t that what we call “micromanagement” when our regulators say that ? Do they consider my area “significant”?
Rolling out the new program
Risks across the organization are interrelated so make sure you’re on the lookout for them.
But didn’t we just hear that we had been reorganized into business silos so we can focus on our own specific business activities?
Rolling out the new program
We view the effective management of risk as a competitive advantage.
But it sounds and feels like another compliance program to me.
Rolling out the new program
We’re going to embed risk management as a component in all critical decisions throughout the organization.
So what am I supposed to do differently?
Rolling out the new program
We’ve developed a structured process for the management of all risks to the company.
How much time will this take away from my “real” work . . . the stuff on my performance review . . . things I’m actually paid to manage ?
• Tailor message for audience ü Anticipate questions ü What’s in it for them ? ü Does it make good business
sense? ü Does it fit with other messages
• Link to performance
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AnalyticsEnterprise Risk
Uncertainty: measured, modeled, managed