Risk Intelligence : Learning to Manage What We Don't Know
by
David Apgar
Book Details
Format
Hardback or Cased Book
ISBN-10
1591399548
ISBN-13
9781591399544
Publisher
Harvard Business Review Press
Imprint
Harvard Business Review Press
Country of Manufacture
GB
Country of Publication
GB
Publication Date
Aug 7th, 2006
Print length
210 Pages
Weight
510 grams
Dimensions
24.00 x 16.30 x 2.20 cms
Product Classification:
Management decision making
Ksh 4,300.00
Re-Printing
Delivery Location
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Quality
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Gives managers a mental model, along with tools to manage risks. This book contains a model that divides risks into two categories: knowable and therefore learnable, and unknowable and therefore difficult to prepare for. It shows readers how to analyse their knowable risks, helping them appreciate the quality and utility of their own analysis.
Too many executives think risk management is strictly for technical specialists. In Risk Intelligence: Learning to Manage What We Don’t Know, David Apgar challenges this misconception. The author explains how to raise the quality of your risk analysis—-thus enhancing your “risk IQ”—-by applying four simple rules:
1) Recognize which risks are learnable—and reduce their uncertainty by discovering more about them.
2) Identify risks you can learn about the fastest. The higher your learning speed, the more a project is worth pursuing.
3) Take on risky projects one at a time—learning about the risks underlying each before moving to the next.
4) Build networks of business partners, suppliers, and customers who can collectively manage new ventures’ risks by playing distinct roles.
The book provides two tools for improving your risk IQ—the Risk Intelligence Audit and the Risk Scorecard—and concludes with a 10-step action plan for systematically raising your managerial and organizational risk IQ. Your reward? Smarter business decisions over time.
1) Recognize which risks are learnable—and reduce their uncertainty by discovering more about them.
2) Identify risks you can learn about the fastest. The higher your learning speed, the more a project is worth pursuing.
3) Take on risky projects one at a time—learning about the risks underlying each before moving to the next.
4) Build networks of business partners, suppliers, and customers who can collectively manage new ventures’ risks by playing distinct roles.
The book provides two tools for improving your risk IQ—the Risk Intelligence Audit and the Risk Scorecard—and concludes with a 10-step action plan for systematically raising your managerial and organizational risk IQ. Your reward? Smarter business decisions over time.
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