Smart Business Risk Management

• Chapter 0 - Overview
  • Learning Objectives
  • Workshop Roles
  • Introduction
    • The Ultimate Risk-Taker
  • Apply Your Learning: What Is Your Risk I.Q.?
    • Instructions
    • Answer Key
• Chapter 1 - What Risk Management Is and Is Not
  • Learning Objectives
  • Getting into the Risk Mentality
    • Activity: Your Risk
    • No Insurance Selling Allowed!
    • Risk Is Something CFOs Often Ignore!
    • Anything Can Go Wrong
  • Process for Implementing an Effective Risk Management Program
    • Afford the Cost?
    • Analysis of Google's Risk
    • Relationship of Risk and Risk-Taking
  • Innovation and Risk Management
    • Update the Culture
    • Understanding the Innovative and Risk-Taking Organization
    • Survival Creates Infinite Sources of Risk
    • EY's Steps to Managing Risk
    • AA's Steps to Managing Risk
    • And in the End
  • Questions and Application Steps
• Chapter 2 - The Two Views of Risk
  • Learning Objectives
  • Duality of Risk
    • The 34,000-Foot View
    • Tool - Questions to Gauge Your Risk Tolerance
    • Risk Scenario Planning Tool
    • The 100-Yard View
    • Objective vs. Subjective Risk
    • Personal Risk Spectrum Tool
    • This Spectrum in My Life
    • Fewer Risk-Takers
    • And in the End
  • Questions and Application Steps
• Chapter 3 - Enterprise Risk Management
  • Learning Objectives
  • Risk Is Something CEOs Often Ignore!
  • COSO and ERM
    • 5½ Myths of Enterprise Risk Management
  • Enterprise Risk Management in a Nutshell
    • Lessons from &M Candy
    • COSO Addresses Risk Management
    • SAS 99
    • How to Apply Enterprise Risk Management
    • Monitoring and Measuring Risk
    • Risk Oversight Team
    • Bad Strategy Now in Vogue
    • Integrating 404 and Risk Compliance
    • Functional Reporting Responsibility
    • Capital One's ERM Strategy
    • And in the End: Clear Payoff of ERM
  • Questions and Application Steps
• Chapter 4 - Your Firm's Risk Management Plan
  • Learning Objectives
  • Five Stages of Crisis Management
  • Your Risk Management Program
  • Fraud and Risk Management
    • Risk Awareness Prevents Fraud
  • Profits and Risk Management
    • Risk of Financial Loss
    • On-Spot Information Gives Rise to Profit Potential
    • The Risk Champion and Risk Team
  • Your Business Plan Risk
    • 1. Strategic Risk
    • 2. Operational Risk
    • 3. Innovation Risk
    • Practical Solutions for Managing Business Model Risk
    • 10½ Rules for Successful Business Risk-Taking
    • And in the End
  • Questions and Application Steps
• Chapter 5 - Step One - Define Risk
  • Learning Objectives
  • Apply Your Learning
  • Taking the First Step
    • What You Will Discover In Step 1
    • Why Defining Risk Is Necessary
    • Practical Solutions to Getting People Aware That Risk Exists
    • Case Study Analysis of Washington Mutual's Evolving Risks Appetite
    • Insurance's Inadequacy in Risk Management
    • Uninsurable E-Commerce Risk
    • Uninsurable Risk of Doing Business across the Globe
  • Fostering Risk Awareness Case Studies
    • Analysis of J.A. Jones Risk Awareness Program
    • Analysis of American Express Lack of Risk Awareness
    • Risk Awareness Tool
    • And in the End: Importance of Step 1
  • Questions and Application Steps
• Chapter 6 - Step Two - Examine the Attitudes Towards Risks
  • Learning Objectives
  • Apply Your Learning
    • Exercise #1
    • Exercise #2
    • Exercise #3
  • The Second Step
    • Personal Risks
    • The Uncertainty Domino
    • Motivation behind Avoiding Risk
    • Lesson of Step 2
    • Your Firm's Specific Definition of Risk
    • The Mindset of the Risk-Taking Entrepreneur
    • The Mindset of the Risk-Averse Person
    • Back to Us
  • Case Study
    • Analysis of Royal Bank of Canada Revisited Risk Definition
    • A 10½ Step Plan to Build Your Self-Confidence for Risking
    • 10½ Rules of Creative Risk-Taking
  • Apply Your Learning: Who Is Running the Train?
    • Instructions
    • And in the End: Importance of Step 2
  • Questions and Application Steps
• Chapter 7 - Step Three - Analyze the Firm's Ability to Handle Risk
  • Learning Objectives
  • Case Study
    • Analysis of Amazon's Ability to Take Risks
    • Case Studies to Learn From
  • Apply Your Learning
    • Instructions
    • Case #1 - How Risky Is Costco's Strategy?
    • Case #2 - How Risky Is Men's Wearhouse Strategy?
    • Risk of Weak Accountability
  • The Source of All Business Risks
  • Risk's Two Faces
  • Accounting Sits in the Middle
  • The Cultural Aspect of Risk-Taking and Risk Management
    • Your Culture Mosaic
    • Visible Clues about Risk in Your Culture Norms
    • Morale Is Vital In Risk Awareness
    • Culture Must Never Be Downplayed
  • Case Study
    • Analysis of Starbucks Culture and Risk
  • Risk Analysis Tools
    • Tools of Risk Identification
    • Tool for Breaking Down a Risk in Manageable Actions
  • Apply Your Learning
    • In Essence
  • A Culture that Balances Risk-Taking and Risk-Exposure
    • How to Generate a Balanced Risk-Taking Culture
    • Culture's Impact on Risk-Taking
    • Risk Inherent in Your Culture
    • Walk in My Shoes
    • And in the End: Importance of Step 3
  • Questions and Application Steps
• Chapter 8 - Step Four - Minimize the Risk Exposure
  • Learning Objectives
  • Risk Mitigation Tools
  • Apply Your Learning to Your Risk
    • Instructions
    • Proactive Attitudes
    • Importance of Step 4
    • Balanced Risk-Taking Requires Employees Thinking for Themselves
    • Tool to Perform an Authority and Responsibility Analysis
    • Tool to Analyze the Causes of Exposure
    • The Real Risk
  • Apply What You Learned Finding the Root Cause
    • Instructions
    • Tool for Isolating the Optimal Solutions
    • And in the End: Importance of Step 4
  • Questions and Application Steps
• Chapter 9 - Step Five - Recover from the Negative Results
  • Learning Objectives
  • Risk Recovery Tools
    • Tool for Pitfall Planning
  • Apply Your Learning: Pitfalls of Risk-Taking
    • Instructions
    • Contingency Funds in Risk Management
    • Tool for Fostering a Lessons Learned Attitude
    • The Risk Audit
    • Tool for Continuous Learning
  • Case Study
    • Analysis of Wal-Mart's Growing Risk
    • A Business Recovery Strategy
    • CEO Lessons Learned
    • And in the End: The Importance of Step 5
  • Questions and Application Steps
• Chapter 10 - Step Five ½ - Commit to Taking Action
  • Learning Objectives
  • The (Never Completed) Last Step
    • Tool of Planning for Risks
    • Tool for Action Plan Reporting and Accountability
    • And in the End: The Importance of Step 5½
  • Questions and Application Steps
• Chapter 11 - Risk Management and the CPA
  • Learning Objectives
  • The Demand for Our Risk Awareness
    • Inherent Risk
    • Control Risk
    • Detection Risk
    • Risk and Path of Least Resistance
    • Where Auditors Need to Look
    • Ways to Alter Employee's Path of Least Resistance
    • And In the End
  • Questions and Application Steps
• Chapter 12 - Risk Management Tools Recap
  • Key Lessons of this Course
  • Summary of the 50 Risk Management Tools - all SOX and COSO Compliant
• Chapter 13 - The Wide World of Risks
  • Learning Objectives
  • Risk in Weather
  • Risk in Geopolitics
  • Risk from People Resources
    • Risk from Fraud and Employee Abuses
    • Warning Signs of Situations at Risk for Unethical Behaviors
    • Risk in Your Static Rewards
    • Risk in Employment Compliance
  • Risk in the Technology Dependent Age
    • Risk in Information Security
    • E-Commerce Risk
    • Risk of Sabotage
    • Risk to Personal Data
    • Risk in Email
    • Risk in Internet Privacy
    • Risk of Internet Rumors
    • And in the End: The Importance of These Risks
  • Questions and Application Steps
• Chapter 14 - Ethics Focus: Business and Industry
  • Ethics Overview
  • Recent Developments
  • Key Ethical Dilemmas
  • Addressing Ethical Dilemmas
  • Available Resources
• Chapter 15 - Latest Developments
• Appendix A - Tool for Culture Risk Assessment
• Pressure Point #1: The Growth Factor
• Pressure Point #2: The Corporate Culture
• Pressure Point #3: The Management of Information

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