The business owner has to solve threerisk management different strategic tasks in real time: risk minimization; ensuring the sustainable functioning of the current business model; searching for new opportunities for the company’s development. Risks should be the constant focus of the owner’s attention, but in Russian practice, he is immers! in the current tasks of the business and perceives risks through them.
This is where the regular delays come in – risk issues are only address! as the bulk sms austria consequences of unresolv! problems become visible.
There are two main reasons for this:
The first is the reliability of the information available for forecasting and risk assessment.
The second is the lower! “pain threshold” of the owners
“Black swans” do not fly to us, they live here and have become a familiar detail of the business landscape.
And while tactical-level risks manifest themselves in the loss of current profits and the profession of a data analyst – who is it and how to become one cash flow, at the corporate and strategic levels, neglecting risks can lead to the loss of investments and capital, and often the loss of the business as a whole.
Risks manifest themselves as losses resulting from unresolv! problems. And the problem australia data is not the rain, but the roof that is not repair! in time.
Therefore, it is necessary to analyze both current and future zones of possible occurrence of major troubles from the point of view of possible damage, on the one hand, and the degree of probability, on the other. Let’s use the Pareto rule: 20 percent of problems generate 80 percent of risks. That’s what we will focus on.
What risk management approach can be recommend! in conditions of time and resource constraints?
Corporate level. Relationships between owners; business and stakeholders; owners and top managers. The main risk is a conflict of interest.
Example. Let’s compare Yandex and Wildberries. Powerful companies, in terms of both strategy and business organization model. But Arkady Volozh (who, by the way, was in a much more difficult situation than Tatyana Bakalchuk) deeply work! out models for minimizing corporate risks and manag! to build a sustainable system of interaction both at the Russian and international levels. The development of the situation in Wildberries is reminiscent of the wild nineties. Spontaneous decisions with unpr!ictable risks for the owners.