{"id":11512,"date":"2021-10-28T16:07:00","date_gmt":"2021-10-28T16:07:00","guid":{"rendered":"https:\/\/camms.bubblestaging.com\/?p=11512"},"modified":"2023-09-11T10:25:14","modified_gmt":"2023-09-11T10:25:14","slug":"using-risk-intelligence-to-uncover-opportunities-for-growth","status":"publish","type":"post","link":"https:\/\/camms.bubblestaging.com\/en_gb\/blog\/using-risk-intelligence-to-uncover-opportunities-for-growth\/","title":{"rendered":"Using Risk Intelligence to Uncover Opportunities for Growth"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"11512\" class=\"elementor elementor-11512\">\n\t\t\t\t\t\t\t\t\t<section class=\"has_eae_slider elementor-section elementor-top-section elementor-element elementor-element-469eaff elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"469eaff\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"has_eae_slider elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-8070c3e\" data-id=\"8070c3e\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t\t\t<div class=\"elementor-element elementor-element-32c5dc3 elementor-widget__width-initial elementor-widget elementor-widget-text-editor\" data-id=\"32c5dc3\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t<style>\/*! elementor - v3.14.0 - 26-06-2023 *\/\n.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:#69727d;color:#fff}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap{color:#69727d;border:3px solid;background-color:transparent}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap{margin-top:8px}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap-letter{width:1em;height:1em}.elementor-widget-text-editor .elementor-drop-cap{float:left;text-align:center;line-height:1;font-size:50px}.elementor-widget-text-editor .elementor-drop-cap-letter{display:inline-block}<\/style>\t\t\t\t<p>So often negative perceptions about risk management have needed to change. It\u2019s astonishing how many C-suite executives still see risk management as a mandatory checkbox-ticking exercise by a department whose function it is to aggregate risk data and generate reports on it.<\/p>\n<p>The Risk management function historically focused on responding to issues, developing worst-case scenarios, and bringing visibility to the organisation\u2019s mistakes and problems. It\u2019s easy to see how organisations developed a negative perception of risk management.<\/p>\n<p>However, in order to drive organisational success and enhance performance, business leaders need to redefine the risk management function and unlock its potential to uncover new opportunities.<\/p>\n<p>By using tools and methods that are already familiar to risk managers \u2014 the same function that have protected organisations from risk for decades now, can also be critical to delivering more useful business intelligence for the C-suite.<\/p>\n<p>Hidden within the sea of risk management data is an expansive view of the business landscape \u2013 one that includes not only risk, but also new possibilities and opportunities. Risk managers are already equipped with the skillset to aggregate the information and spot trends and can therefore use the data to detect process efficiencies and identify opportunities for growth. They can help the C-suite to take calculated risks, design better-informed strategies and pursue opportunities so the organisation can perform at its best.<\/p>\n<h3>Reframing the Role of Risk Management<\/h3>\n<p>Before the risk management function stands ready to fulfil its role as strategic consultants to the C-suite, it must have a best practice framework in place to ensure the necessary data is being captured.<\/p>\n<p>To create a mature risk management programme, risk teams must form relationships with business leaders across the enterprise to ensure that risk is front of mind in every department. They must consult with teams across compliance, information technology, cybersecurity and legal to ensure there are no grey areas and that risks from all departments feed into a central repository.<\/p>\n<p>Capturing data in a consistent way is also a prerequisite for risk management functions to add more value. Historically risk management processes and systems have grown organically to meet requirements and have often left businesses with disparate and siloed systems. Teams must use technology to amalgamate the data into a central platform to build a holistic view of risk.<\/p>\n<p>In a recent webinar we held with thought leader and GRC pundit Michael Rasmussen he commented \u201cThe greatest challenge for compliance right now is managing change and keeping all that change in sync \u2013 from legal and regulatory change, to changes in the external risk environment, as well as changes to the internal business environment\u201d.<\/p>\n<p>As Michael alludes to, it is clear to see the number of risks has grown, and risk types have become more diverse, heavily affected areas include regulatory environments, third-party risk and cyber threats. A Risk Managers goal is to centralise this data to enable comparison of results and identify potential impacts, trends and opportunities.<\/p>\n<h3>Creating a positive view of your risk management team<\/h3>\n<p>For risk management teams to unlock their potential and become trusted informers to the C-Suite, the overall perception of risk management needs to be reframed. This positive view must be recognised and acknowledged by senior business leaders in order to echo throughout the organisation.<\/p>\n<p>Risk management teams already hold invaluable amounts of data across departments relating to business operations.&nbsp; Once the C-Suite sees values in this data they will want even more!<\/p>\n<p>Risk management thought leader and OCEG fellow, Norman Marks also believes there could be a richer role and brighter future for the risk management function. In a recent webinar he spoke about a chief risk officer he knew who changed the name of his department from \u201crisk management\u201d to \u201cdecision support.\u201d This simple reframing of the department\u2019s image conveyed how much more his risk managers could do for their organisation.<\/p>\n<p>Norman added \u201cToo often the risk team is seen as the department of \u2018No\u2019; the department that quite literally stops people from doing what they want to do and diverts them from what they see as running the business.\u201d Often, boards and C-suite leaders focus on the big picture, while risk and compliance contribute at only an operational level, inhibiting the value of risk management teams.<\/p>\n<p>This is why studies consistently show that \u201c80% of executives think of risk management as a compliance activity,\u201d and only 3% of executives and board members see risk management as vitally important to setting strategy. Once business leaders begin to see the hidden value in risk management these figures are likely to pivot over the coming years.<\/p>\n<p>Executives and board members would benefit from greater awareness of how risk management tools, models, language and techniques could contribute to strategic planning and corporate goal setting. With this awareness, their organisations could derive greater value from the expertise and information already resident in their risk management departments.&nbsp; Giving leaders the opportunity to exploit risk intelligence to drive success and accelerate growth. For more information on this watch our recent <a href=\"https:\/\/cammsgroup.com\/resources\/webinars\/the-journey-to-success-starts-with-risk-strategy-integration\/\">webinar<\/a> \u2018The Journey to Success Start with Risk &amp; Strategy Integration\u2019.<\/p>\n<h3>Expanding Risk Management\u2019s Role into Strategy<\/h3>\n<p>Risk management teams are often separated from strategic board meetings, but striking advantages emerge when they\u2019re closely linked. Risk managers are often viewed as enforcers \u2014 whose findings enforce rules and inhibit action \u2014 but risk teams could be identifying strategic advantages and opportunity as well.<\/p>\n<p>Risk management data is essentially business intelligence \u2013 and it isn\u2019t all doom and gloom. Within that data risk teams can help uncover new opportunities and identify risks worth taking. Making use of risk intelligence provides leaders with a realistic real-time view of the current status of the business, so they can make informed decisions that guide their strategy.<\/p>\n<h3>Supporting Strategy, Tracking Outcomes<\/h3>\n<p>Without monitoring your strategic goals &amp; metrics, it\u2019s impossible to know if an organisation is on track to achieve its strategy \u2013 or if it needs to shift its focus. Risk managers\u2019 skills can be as readily applied to measuring progress toward goals as they are to identifying risk and uncovering opportunity.<\/p>\n<p>This is why risk management should be linked to strategy and become an integral part of the strategic decision-making process. Executive boards should work more closely with risk managers to build the intelligence that will drive the strategic direction of the organisation and drive assured decisions backed up by facts.<\/p>\n<p>Armed with the right tools risk teams can not only identify opportunities for process efficiencies and growth, but also make predictions about the future by assessing likelihood and impact.<\/p>\n<h3>Driving New Insights<\/h3>\n<p>The importance of linking data and process so organisations can derive the greatest possible value from risk and compliance data has never been greater. Camms has helped its clients achieve business success by linking their data and processes so that corporate strategy, risk intelligence and compliance can reside on a single platform. This unified approach to GRC provides leaders with insights and opportunities to identify the connections that inspire new competitive strategies and goals. Sharing intelligence on integrated GRC platforms in this way ensures alignment of corporate strategies, policies and risks, and elevates organisational performance to gain competitive advantage.<\/p>\n<p>To learn more about how Camms.Risk can help link your corporate strategy to your strategic risks, <a href=\"https:\/\/cammsgroup.com\/products\/risk\/\">request a demo<\/a>.<\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>So often negative perceptions about risk management have needed to change. It\u2019s astonishing how many C-suite executives still see risk management as a mandatory checkbox-ticking exercise by a department whose function it is to aggregate risk data and generate reports on it. The Risk management function historically focused on responding to issues, developing worst-case scenarios, &hellip;<\/p>\n<p class=\"read-more\"> <a class=\"\" href=\"https:\/\/camms.bubblestaging.com\/en_gb\/blog\/using-risk-intelligence-to-uncover-opportunities-for-growth\/\"> <span class=\"screen-reader-text\">Using Risk Intelligence to Uncover Opportunities for Growth<\/span> Read More &raquo;<\/a><\/p>","protected":false},"author":3,"featured_media":11514,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","footnotes":""},"categories":[22,23],"tags":[],"class_list":["post-11512","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-risk","category-strategy"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO 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