New Risk/Uncertainty/
Reputation Risk Management
We’re hearing more fuss about this ‘New’ Risk Management. Aren’t the old, proven approaches still enough?
- A wave of fresh tech minds is bringing a reinvention of mitigation and management models.
- Insurance industry underwriting innovations have come out of unsustainable system stresses. AI applications in predictive analytics and scenario planning will be revolutionary.
- Domestic and global regulatory policies, along with new conformance standards, have redefined “materiality” and shifted the cost-basis models that affect how you stay adequately protected.
- Complex externalities have imposed new challenges to business that come with no best practice approach or precedent for effectively responding.
- Many organizations are operating with business models and/or functions that do not properly integrate with their tech stack, thereby adding to their cyber and other risk exposures.
- Too many leaders remain dangerously dismissive of the correlations between internal operations and in-market reputation risks, which can directly impact customer experience. Others are abdicating management of reputational liabilities to PR (very old school).
- Costly new liabilities are emerging from traditional governance and leadership practices built on hierarchical reporting lines – inhibiting more agile, collaborative business models which depend upon radical transparency.
- Getting access to capital and other options to drive your growth will be challenging without properly addressing any number of rising ‘new’ business risks.
- ESG has not gone away, it’s just under the political radar. More negotiations on insurance or M&A opportunities are DOA without minimal sustainability/ESG risk mitigation efforts.
- Planning for an exit or other liquidity event requires a new level of proactive risk management in order to achieve an ongoing state of “exit readiness”.
What We Know is What You Need for This Moment
Shifting stakeholder perceptions and expectations play a significant role in how potential risks are increasingly becoming material liabilities. Leaders must now measure, disclose (report), and justify (account for) a range of different business performance indicators.
As senior leaders, the SIP team has been directly involved with internal organization and external in-market risks, as well as emerging risks that stem from innovation, for more than a generation.
Such context experience across the evolution of risk is ever more critical during moments of volatility and uncertainty.
We Work at The Trigger Points
The SIP team works with C-suite leaders, Board directors, and their capital market partners in the essential competency areas of risk and liability trigger that they must get right to avoid issues from cascading into their broader ecosystem and ‘public’ markets.
Our risk competencies align with what skills CEOs and other chief leaders have historically recognized they require, and often prefer, from independent specialists.
We focus on the inherent and new risks in these areas:
Governance, Leadership, and Management Preparedness
Business Resilience and Operations Continuity
Business Model and Structural Exposure
Market Competitiveness
Reputation Liabilities
Multi-Stakeholder Trust and Confidence
Geopolitical Dynamics (e.g., industry-specific factors)
Third Party Relationships (including supply chain)
Technology Integration (non-technical)
Media Exposure
Privacy
New Risk Management
Implement resilience-building policies and procedures. Secure your competitive state for new risks now.
- AI Board and C-Suite Governance Strategy
- Risk Management Integration Strategy: New Business Risk and Cyber
- Cross-Functional Interdependency Analysis
- Materiality Due Diligence and Assessments
Alignment with SEC Cybersecurity Rule - Human Capital Brain Trust/Keyman Risk Issues
- Analysis of Public Policy-Political Dimensions and Trust Liabilities
Company-Brand Impact Issues; Public Values Context Developments
Walk-Talk Gap Analysis and Resolution - Threat Impact Assessment
Threat Actors Profiling
Development of Issues-Public Policy Intel Databank
Historical and Futures; Emerging Trends - Multi-Stakeholder Issues Management
Ongoing Analysis-Monitoring; Risk Benchmarks
Reputation Risk and Crisis Management
For Public Shareholder and Private Markets. Private Companies, Family Businesses, Private Equity and Venture Capital Groups.
We help organizations at any stage of adoption execute prepardeness initiatives for value creation and competitive upscaling as well as to reduce risk and build long-term resilience.
Our approach to Reputation Risk is anchored in our operations history which brings deep knowledge on aligning people, function, process, and infrastructure. We help you scale your customized approach at a pace that’s right for you.
Uncertainty Management
- Crisis-Incident and Response Management
Operations Design, Response Process, and Infrastructure Specifications
Escalation Monitoring, Prioritization Process, Readiness Capacity
Internal-Public Touch Point Strategy - Business-Operations Continuity Planning
Resiliency, Exposure, and Liability Assessment
Scenario-Contingency Planning
Accountability, Communications, and Risk Leadership
- Leadership Competency Profile and Public Risk Assessment
- Leader Risk Strategy
- Actionable Crisis Leadership
- Crisis Communications Strategy and Management
