Harvard Business Review - October 2009 by Harvard Business Review

By Harvard Business Review

Harvard company evaluation October 2009

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By Harvard Business Review

Harvard company evaluation October 2009

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Extra resources for Harvard Business Review - October 2009

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The next level identifies the processes critical for creating and delivering the strategy. On top of that is the customer perspective, where you see how your work and processes create value for the customer. org 9/4/09 12:43:32 PM spective. At each level you could develop a risk scorecard that would serve as an early warning system when one of your strategic objectives was in jeopardy. F. Bishop and Frank E. Hydoski, in this issue], a two-dimensional table with the likelihood and the consequences of a risk event each scored on a 1-to-5 scale.

If so, the next question is whether the reward is high enough. This is where modeling comes in. But before you start to model the risk, you have to think about whether you understand the nature of it. Anette Mikes: I second that. Models are not decision makers; people are. So the real issue is the culture that you have around modeling. I’ve found that, in extremis, there are two types of risk managers. One type I call quantitative enthusiasts. They believe that there are basically just two kinds of risks: the ones we have already modeled successfully and the ones we haven’t.

Spitznagel is a principal of Universa Investments. Reprint R0910G To order, see page 143. indd 81 | October 2009 | Harvard Business Review 81 9/4/09 12:44:58 PM SPOTLIGHT ON RISK Managing Risk | Fraud Risks | Black Swan Events | Consumer Debt | Merton on Financial Innovation HOW VULNERABLE IS YOUR BUSINESS TO CONSUMER DEBT? Struggling buyers are increasingly tapping – and tapping out – their credit. Calculate your company’s exposure. | by William Jarvis and Ian C. MacMillan THIS PAST SUMMER a certain Companies that sell big-ticket consumer operating profits.

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