LOOKING TO SELL OR ACQUIRING A BUSINESS?
MANAGE RISK USING OUR PROVEN RISK ANALYSIS
Risk analysis is an area that should be looked at throughout the duration of mergers and acquisitions. There is always a risk factor when working on acquiring and selling. Both vantage points attribute that have a chance of successful impact to the organization.
Risk analysis needs to be assessed, managed, and mitigated in a way that can be communicated that to involved internal and external stakeholders.
Risk analysis needs to be assessed, managed, and mitigated in a way that can be communicated that to involved internal and external stakeholders.
MANAGE PREVENTABLE RISKS
Preventable risks ARE DEFINED AS internal risks, arising from within the organization, that are controllable and ought to be eliminated or avoided. TYPICALLY CATEGORIZED AS unauthorized, illegal, unethical, incorrect, or inappropriate actions and the risks from breakdowns in routine operational processes.
WE MAINTAIN a zone of tolerance for defects or errors that would not cause severe damage to the enterprise and for which achieving complete avoidance would be too costly. IN EACH PROJECT, WE seek to eliminate these risks.
SPECIFIC risk categorIES ARE best managed through active prevention, INCLUDING THE monitoring OR operational processes and guiding people’s behaviors and decisions toward desired norms.
WE MAINTAIN a zone of tolerance for defects or errors that would not cause severe damage to the enterprise and for which achieving complete avoidance would be too costly. IN EACH PROJECT, WE seek to eliminate these risks.
SPECIFIC risk categorIES ARE best managed through active prevention, INCLUDING THE monitoring OR operational processes and guiding people’s behaviors and decisions toward desired norms.
STRATEGY RISKS
A PROJECT voluntarily accepts some risk in order to generate superior returns from its strategy.
Strategy risks are quite different from preventable risks because they are not inherently undesirable. A strategy with high expected returns generally requires the company to take on significant risks, and managing those risks is a key driver in capturing the potential gains.
Strategy risks cannot be managed through a rules-based control model. Instead, you need a risk-management system designed to reduce the probability that the assumed risks actually materialize and to improve the company’s ability to manage or contain the risk events should they occur. Such a system would not stop companies from undertaking risky ventures; to the contrary, it would enable companies to take on higher-risk, higher-reward ventures than could competitors with less effective risk management.
Strategy risks are quite different from preventable risks because they are not inherently undesirable. A strategy with high expected returns generally requires the company to take on significant risks, and managing those risks is a key driver in capturing the potential gains.
Strategy risks cannot be managed through a rules-based control model. Instead, you need a risk-management system designed to reduce the probability that the assumed risks actually materialize and to improve the company’s ability to manage or contain the risk events should they occur. Such a system would not stop companies from undertaking risky ventures; to the contrary, it would enable companies to take on higher-risk, higher-reward ventures than could competitors with less effective risk management.
PUSH THE ENVELOPE
PROJECTS TYPICALLY establisH a risk review board made up of independent technical experts whose role is to challenge project engineers’ design, risk-assessment, and risk-mitigation decisions CAN PUSH THE ENVELOPE ON ALL THINGS RISK RELATED.
The experts ensure that evaluations of risk take place periodically throughout the product-development cycle. Because the risks are relatively unchanging, the review board needs to meet only once or twice a year, with the project leader and the head of the review board meeting quarterly.
The experts ensure that evaluations of risk take place periodically throughout the product-development cycle. Because the risks are relatively unchanging, the review board needs to meet only once or twice a year, with the project leader and the head of the review board meeting quarterly.
RISK MANAGEMENT DELIVERABLES
- Risk identification and assessment
- Risk monitoring
- risk management register
- Risk-mitigation measures
- Risk Management table (INCLUDING Unforeseen risks)
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