Tag Archives: corporate risk

To assure stakeholders that corporate risks are optimally managed, think beyond insurance lines of business and risk siloes

Close up of a finger touching dominoes lined up on money

Corporate de-risking activities are typically handled in silos, oriented to the way the insurance industry has organized itself — rather than being attuned to the specific financial needs of the enterprise. Continue reading →

3 key ways to mitigate the impact of active shooters and other assailant attacks

Search and Rescue crew member in a hard heat using a walkie talkie

While terrorist incidents worldwide have fallen from their peak in 2016, active assailant attacks, including active shooter incidents, remain a significant threat in advanced economies — and fatalities are increasing, according to the FBI, Europol the U.S. Department of Homeland Security (DHS). Continue reading →

Top 5 technology risks for publishers

People holding microphones and papers

In my post, The Changing Risk Landscape for Publishers in a Digital World, I explored some of the changing exposures faced by publishers enduring print-to-digital transformation. Since then, we’ve seen the commoditization of online news and a variety of strategies … Continue reading →

Doors-off helicopter tours: Four things every operator should think about

Pilot standing in front of an open helicopter door while another man faces a woman who is climbing out of the helicopter

Do it for the ‘gram. That’s the world’s mantra these days: living for the Instagram photo instead of the experience itself. But now that pictures are seemingly worth a thousand likes, how far will people go to capture that double-tap-worthy … Continue reading →

How risk appetite frameworks can be more than ‘tick-box’ exercises

Woman in a suit writing on a white board while a man in a suit and tie is reading the board

When we talk to board members of insurance companies, we often hear that risk appetite frameworks are too far removed from the day-to-day reality of conducting business and their only purpose is to satisfy regulatory or rating-agency requirements. But if … Continue reading →