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Stephen Wagner is a nationally recognized thought leader on corporate governance. In 2009, Steve retired as the managing partner of Deloitte LLP's Center for Corporate Governance, where he led the firm's integrated strategy for governance services. He is a frequent speaker at governance conferences and directors' colleges and has authored or contributed to numerous articles on governance and risk.
| Acknowledgments | |
| Foreword | |
| Preface | |
| Introduction | |
| Conventional Risk Management | |
| A Risk Intelligent Approach | |
| The Approach of This Book | |
| The Structure of This Book | |
| When Risks Become Brutal Realities | |
| To Survive and Thrive: A Matter of Judgment | |
| The Revolving Door to the Corner Office | |
| Barriers to Board Effectiveness | |
| The Imperatives of the Enterprise | |
| Conventional Risk Management Has Failed | |
| What Goes Up Must Come Down | |
| The Evolution of Finance, Market, and Risk Management Theory | |
| Taking a (Random) Walk | |
| An Unconventional Approach to Risk Management | |
| Calculated Risk Taking Creates Value | |
| Calculated Risk Taking and Risk Aversion | |
| Risk Intelligence: An Unconventional Approach | |
| Ten Essential Risk Intelligence Skills | |
| Check Your Assumptions at the Door | |
| Fatal Flaw #1: Failing to Challenge Your Assumptions | |
| Risk Intelligence Skill #1: Check Your Assumptions at the Door | |
| Maintain Constant Vigilance | |
| Fatal Flaw #2: Lack of Vigilance | |
| Risk Intelligence Skill #2: Maintain Constant Vigilance | |
| Factor in Velocity and Momentum | |
| Fatal Flaw # 3: Failure to Consider Velocity and Momentum | |
| Risk Intelligence Skill #3: Factor in Velocity and Momentum | |
| Manage the Key Connections | |
| Fatal Flaw #4: Failure to Make Key Connections and Manage Complexity | |
| Risk Intelligence Skill #4: Manage Your Key Connections | |
| Anticipate Causes of Failure | |
| Fatal Flaw #5: Failure to Anticipate Failure | |
| Risk Intelligence Skill #5: Anticipate Causes of Failure | |
| Verify Sources and Corroborate Information | |
| Fatal Flaw #6: Failure to Verify Sources and Corroborate Information | |
| Risk Intelligence Skill # 6: Verify Sources and Corroborate Information | |
| Maintain a Margin of Safety | |
| Fatal Flaw #7: Failing to Maintain a Margin of Safety | |
| Risk Intelligence Skill #7: Maintain a Margin of Safety | |
| Set Your Enterprise Time Horizons | |
| Fatal Flaw #8: Short-Termism | |
| Risk Intelligence Skill #8: Set Your Enterprise Time Horizons | |
| Take Enough of the Right Risks | |
| Fatal Flaw #9: Failure to Take Enough of the Right Risks | |
| Risk Intelligence Skill #9: Taking Enough of the Right Risks | |
| Sustain Operational Discipline | |
| Case Example: The U.S. Submarine Force | |
| Fatal Flaw #10: Lack of Operational Discipline | |
| Risk Intelligence Skill #10: Develop and Sustain Operational Discipline | |
| Creating the Risk Intelligent Enterprise | |
| Risk Intelligence Is Free | |
| A Closer Look at Costs | |
| The Rewards of Risk Intelligence | |
| Risk Intelligent Governance | |
| The Risk Intelligent Board | |
| Committees of the Board and Risk Intelligence | |
| Where Does Risk Oversight End and Risk Management Begin? | |
| Risk Intelligent Enterprise Management | |
| ERM and Risk Intelligence | |
| Developing Risk Intelligent Enterprise Management | |
| Act as One | |
| A New Way of Doing Business | |
| The Way Forward: Creating the Risk Intelligent Enterprise | |
| The Benefits of Improved Risk Intelligence | |
| What's Your Enterprise Risk IQ? | |
| Making the Transformation | |
| Conclusion | |
| Notes | |
| About the Authors | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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