Countering The Biggest Risk of All  

Oleh:

Slywotzky, Adrian J. ; Drizik, John

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 83 no. 4 (Apr. 2005), page 78-91.
Topik: risk; hedging; industry analysis; margins; project risk; risk management; strategy formulation; strategy implementation; technology adoption life cycle; uncertainty

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.27 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Corporate treasurers and chief financial officers have become adept at quantifying and managing a wide variety of risks : financial, hazard, and operational. To defend themselves, they use tried - and - true tools such as hedging, insurance, and backup systems. Some companies have even adopted the concept of enterprise risk management, integrating available risk management techniques in a comprehensive, organizationwide approach. But most managers have not addressed in a systematic way the greatest threat of all : strategic risks - the array of external events and trends that can devastate a company's growth trajectory and shareholder value. For example, a new technology may overtake your product. Gradual shifts in the market may slowly erode one of your brands beyond the point of viability. The key to surviving these strategic risks, the authors say, is knowing how to assess and respond to them. In this article, they lay out a method for identifying and responding to strategic threats. They categorize the risks into seven major classes and describe a particularly dangerous example within each category. The authors also offer countermeasures to take against these risks and describe how individual companies have deployed them to neutralize a threat and, in many cases, capitalize on it. Besides limiting the downside of risk, strategic risk management forces executives to think more systematically about the future, thus helping them identify opportunities for growth.

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