Applying a risk lens to strategy
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A Risk Leadership Network member wanted to know how high-performing Risk teams distinguish between strategic and operational risk management - and how to get risk involved in strategic decisions.
Through a series of interviews with seven large companies across a range of sectors, we asked a series of closed and open-ended questions about how they define strategic risk, whether they have formalised interactions with the Strategy team, and what initiatives they have taken to apply a risk lens to strategic decision.
This bespoke benchmark explores:
- How risk leaders define strategic risks, as opposed to operational risks
- The role of the Strategy team in the formulation and execution of the strategy
- How Risk interacts with Strategy, either through formalised discussions or informal communication
- How risk leaders are planning to evolve and strengthen the relationship between Risk and Strategy and boost Risk’s involvement in the strategic decision-making process
*Subject to qualification. We're only able to show this data to prospective members - in-house corporate risk leaders at large non-financial institutions in Europe, MENA and Oceania. We'll send you a meeting invite so we can explore the results with you and provide more context. The data in our benchmarks is valuable and we don't give it out to non-members.
Fill in this form to request see the benchmark*
FAQs
CROs/heads of risk at 120 large non-financial institutions. We hand-selected the participants to ensure the report benchmarks relevant peers only.
- How risk leaders define strategic risks, as opposed to operational risks
- The role of the Strategy team in the formulation and execution of the strategy
- How Risk interacts with Strategy, either through formalised discussions or informal communication
- How risk leaders are planning to evolve and strengthen the relationship between Risk and Strategy and boost Risk’s involvement in the strategic decision-making process
Participants were asked a series of closed and open-ended questions about how they define strategic risk, whether they have formalised interactions with their Strategy team, and what initiatives (if any) they have taken to apply a risk lens to strategic decisions.
We developed this benchmark to support a Risk Leadership Network member who raised better align of risk and strategy as a key priority. We followed up the benchmark by facilitating a series of collaborative discussions with more mature peers.
Yes, we regularly create benchmarks or pulsechecks in response to our members' priorities. Take a look at some of our latest benchmarks here. Through our bespoke, concierge "network assistance" service, we deliver these niche reports in a timely way to meet the exact needs of the organisation who requested it. Of course, the benchmarks are often useful for other organisations too and we share the results. If you'd like us to create a benchmark for your organisation, please fill in this form and we'll get back to you with a time-frame and membership proposal.
Please fill in the form and we'll present the key findings to you*, and discuss how our members are leveraging the data in the report to operationalise and accelerate ERM better practice.
Due to the high value data in the report, we only send the report to members of Risk Leadership Network.
*Subject to approval. We're only able to meet with you to show you the data if you're a prospective member (i.e. a practising risk leader at a large non-financial organisation in Europe, Asia-Pacific or MENA).
Yes. Members of Risk Leadership Network work with a network manager to make sure we meet your risk priorities. If there's an informal benchmark that would assist you in your priorities, we'll create it for you in a timely manner. Most benchmarks are complete within 8 weeks of request. Tell us more about the benchmark you need and we'll get back to you with timescales and a membership proposal.