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5.managing risks - Coggle Diagram
5.managing risks
conclusion
对于战略风险，公司必须根据所涉及的风险范围及其变化率定制方法
for strategy risks, companies must tailor approaches to the scope of the risks involved and their rate of change
risk is hard to talk about
确认偏见驱使我们偏爱支持我们立场的信息（成功）并抑制与它们相矛盾的信息（失败）
confirmation bias drives us to favor information that supports our positions (successes) and supress information that contradicts them (failures)
组织偏见抑制了我们讨论风险和失败的能力
organizational biases inhibit our ability to discuss risk and failure
独立出口可参与管理战略风险（原）
independent experts could be involved in managing strategy risks(原)
风险事件卡和风险报告卡可用于管理策略风险(原)
Risk Event Card and Risk Report Card can be used to manage strategy risks(原)
为了管理公司无法控制的重大外部风险，公司可以调用兵棋推演和情景分析等工具
to manage major external risks outside the company's control, companies can call on tools such as war-gaming and scenario analysis
example
深水地平线石油钻井平台在墨西哥湾爆炸，造成历史上最严重的人为灾难之一
the Deepwater Horizon oil rig exploded in the Gulf of Mexico, causing one of the worest man-made disasters in history
创建有效的风险管理系统的第一步是了解组织面临的风险类型之间的质量区别。
the first step in creating an effective risk-management system is to understand the qualitative distinctions among the types of risks that organizations face.
风险管理过于频繁地被视为合规问题
risk management is too aften treated as a compliance issue
在直线组织内嵌入风险经理的危险在于他们“变得本土化”——成为交易制定者而不是交易问卷
the danger from embedding risk managers within the ine organization is that they 'go native'-becoming deal makers rather than deal questioners
风险管理对领导层来说是一个挑战，因为（原）降低风险通常涉及分散资源和分散投资，这与成功战略的强烈关注正好相反
risk management is a challenge for the leadership since(原) mitigating risk typically involves dispersing resources and diversifying investments, just opposite of the intense focus of a successful strategy
(Kaplan, 2012)