Strategic Risk Leadership
Context and Cases
- Available for pre-order. Item will ship after September 27, 2021
This casebook extends Strategic Risk Leadership: Engaging a World of Risk, Uncertainty and the Unknown, bringing theory and practice grounded in the first book to life with an array of applicable, real-world examples.
The book enables critical thinking about the current state of risk management and ERM, demonstrating contemporary shortcomings and challenges from real-life cases drawn from a global selection of well-known organisations. It confronts modern risk management practices and discusses what leaders should do to deal with unpredictable environments. Providing a basis for for developing more effective risk management approaches, the book identifies shortcomings of contemporary approaches to risk management and specifies how to deal with the major risks we face today, illuminated by a variety of comprehensive global examples. It also provides valuable insights on these approaches for managers and leaders in general – including risk executives and chief risk officers – as well as advanced risk management students. End-of-chapter cases illustrate both good and bad risk management approaches as useful inspiration for reflective risk leaders.
This book will be a hugely valuable resource for those studying or teaching risk management.
Table of Contents
1. The Journey from Risk Management to Risk Leadership Cases 1.1, 1.2, and 1.3. 2. An Assessment of ERM Leadership Performance Cases 2.1, 2.2, and 2.3. 3. Risk Leadership in a Complex and Uncertain Environment Cases 3.1, 3.2, and 3.3. 4 Risk Leadership as a Moral Endeavor Cases 4.1, 4.2, and 4.3 5 Risk Leadership as Social Science Cases 5.1, 5.2, and 5.3. 6 Collaborative Risk Leadership Cases 6.1, 6.2, and 6.3. 7. The Case for Risk Leadership—A Restatement Cases 7.1 and 7.2.
Torben Juul Andersen is Professor of Strategy and International Management at the Copenhagen Business School and Director of the Global Strategic Responsiveness Initiative. He has previously held executive positions at Citibank/Citicorp Investment Bank, SDS Securities, Unibank, and PHB Hagler-Bailly and is an Honorary Fellow at the Institute of Risk Management (IRM). Torben has authored numerous books and academic articles on strategy and risk management topics.
Peter C. Young holds the 3M Endowed Chair in International Business at the University of St. Thomas, Opus College of Business and is Director of the Risk Leadership Initiative. He was previously the E. W. Blanch Senior Chair in Risk Management. Peter has been a Visiting Professor at City University, London and Aoyama Gakuin University, Tokyo, as well as Distinguished Honorary Professor at Glasgow Caledonian University. Among many awards, he has received the ALARM-UK Lifetime Service award.
"Drawing on a rich array of cases, Torben Juul Andersen and Peter Young explore the many faces of risk leadership as a new object for scholarly and practical attention. They provide a compelling synthesis of leadership and risk management thinking grounded in settings as diverse as ocean racing, refugee crises and financial markets. Risk leadership is skilfully positioned as an emergent way of thinking rather than a job description. Not only does it require reflective, collaborative and capable practitioners but also wisdom, value commitment and courage in the face of uncertainty. Strategic Risk Leadership: Context and Cases is highly recommended. It is a pleasure to read and is packed with valuable insights for students, academics and the general business reader. It should be compulsory reading for Chief Risk Officers."
Michael Power, London School of Economics and Political Science, UK
"True risk leadership combines the judicious use of quantitative techniques with the sound application of qualitative judgement with proper account of the constraints imposed by dynamic, complex environments. This excellent book provides a conceptual framework and set of case studies to elucidate the characteristics of strong risk leadership. What makes this book especially important is that it is timely, coming at a time when risk management is both ubiquitous and poorly defined. Readers of this book will learn important lessons that will make them want to engage in effective risk management, and provide them with guidelines for leading initiatives for dealing with risk and uncertainty in their organizations."
Hersh Shefrin, Santa Clara University, USA