The videos and papers below are part of an award-winning collection of work. Our Founding Principal, David R. Koenig, was one of the first people to successfully link risk perceptions and risk governance to better corporate performance and improved portfolio returns. His idea, Risk Capital as Commons was honored with one of the innaugural M-Prizes for management innovation.
The concepts reviewed below will change the way you think about governance, risk, and value.
An interview with David R. Koenig by the Loyola University Center for Integrated Risk Management and Corporate Governance.
A BrightTalk webinar that examines this critical intersection and how it is often misunderstood.
A discussion of this award-winning concept and the critically acclaimed book, Governance Reimagined, on the Trust Across America radio show.
An exploration of the impact that poorly framed incentive structures can have on the value of organizations.
An exploration of the impact that human perceptions and reactions to risk have on value.
An article in the special issue of the Journal of Risk Management in Financial Institutions about potential failures in the governance of risk.
As political and economic interactions become more complex, and as disruptive technologies and processes make innovation cycles massively shorter, boards of directors are paying more attention to risk.
As awareness of the link between incentives and employee behavior becomes more apparent, boards of directors have a responsibility to ensure that the proper risk-taking culture is being stimulated and not counteracted by the design of executive and employee incentive compensation plans that unintentionally encourage negative behaviors.
The most interesting debate in corporate governance is not happening in the boardroom or between activist owners and boards. Rather, it’s happening all across a field of public (aka “permissionless”) blockchains.
An article discussing the power of random numbers in ridding the U.S. election system of gerrymandreing.
Ultimately, the work of risk managers is about preserving and enhancing the ability for organizations to create value.
A survey and review of board risk governance practices (2008)
Many people in risk management
are defensive about risk, or they fear it. I seek to give organizations
a better understanding of risk so they can handle it confidently and
better achieve their goals.
Rather than reviewing reports on successes and failures - what read and react boards do - the next step for a board needs to be identification of the commons among the elements that drive success.
An introduction to the special issue of the Journal of Risk Management in Financial Institutions on Risk Governance.
An article in the special issue of the Journal of Risk Management in Financial Institutions on Risk Governance.
An article on the paralells between the well-known Moneyball story and proper risk governance structures - creating value by altering the possible outcomes for your organization or investment portfolio.
An article from the Conference Board of Canada's Risk Watch on the increasing expectation from investors that boards establish formal risk committees.
An article on the importance of changing enterprise risk management from a focus on the downside to inclusion of the pursuit of gain.
An article on the evolution of risk managers towards aiding in the creation of value.
An editorial on the potential cost of risk management on innovation.
An article on the way in which effective risk management can add value to organization.
Learn how to apply the Value Equation in equity valuation, how equity cash flows are similar to mortage-backed-security cash flows, and how risk expectations can distort portfolio performance.
An article about the conflicts a Chief Risk Officer faces when engaging in both oversight and advocacy.
Amid growing demand for accountability and assurance that data, trade secrets, and infrastructure are secure from cyber- attacks, boards of directors often find themselves without clear guidance on their responsibilities as governors.