Index
A
AAA rating
accounting department
actuarial theory
adverse selection
advisory group management
aftermath of risk analysis
allocation of capital
America Online (AOL) , 2000 merger with Time Warner
analysis
aftermath
BCPs (business continuity plans)
cost-benefit
events that lead to losses
exposure to losses
financial risks
estimation of credit risk
market risk
groups of risks
operational risks
loss event capture
root cause analysis
scorecards
teams
recurring events
risk/return
risk/reward measurement
applications
economic profit
RAROC
severity of loss
strategic risks
awareness
residual risk
signals
stakeholders
stress tests
AOL (America Online), 2000
merger with Time Warner
appetite for risk
concepts
control
credit ratings
hunger for risk
initiation of process
key questions to ask
quantitative anchors
statement
communication of process
framework
high-level
setting boundaries
specifics
thresholds
target risk and return
applications
hedges
indicators
risk measurement
risk/reward analysis
stress tests
triggers and controls
assessment of risks
assets
protection
underlying
assumptions (risk)
audience, reporting on risks
auditors, as line of defense
avoiding contact with risk
B
balance, levels of RM implementation
Bankers Trust collapse
Barings Bank collapse
basis points
BCPs (business continuity plans)
analysis
implementation
organizational rollout
preparation
solution design
testing
board management
board of directors
bottom-up approaches, group analysis of risks
boundaries, risk appetite statement
branch limits (limit trees)
budget
blowouts
risk
buffers
financial risks
implementation
operational risks
strategic risks
building RM into business
culture
governance
committees
culture and business values
independence
policy framework
role of management
stakeholders
levels of implementation
new projects
organization
framework
lines of defense
management through employee compensation
managers
responsibility of all
processes
control framework
development of business rhythm
keys to integration
reporting
business continuity plans (BCPs)
analysis
implementation
organizational rollout
preparation
solution design
testing
businesses
asset protection
avoidance of surprises
competitive landscape
customer risks
efficient issue resolution
established, risk projections
integration of RM
business processes
culture
culture and business values
governance
levels of implementation
new projects
organization
policy framework
stakeholders
obligation management
organization evaluation
governance and decision-making
mission and products
processes and control
systems and technology
workforce
plans
prevention of emergencies
protection for downside
qualitative assessments
reports from external experts
scenario analysis
SWOT analysis
war-gaming
reasons for failure
reduction of budget blowouts
reduction of earnings volatility
risk/return analysis
risks
supplier risks
C
calculation
expected loss
unexpected loss
call options
capability development
capital
allocation
implementation
multiplier
target
capital at risk (CAR)
case studies
business blow-ups
Extensive Enterprise (EE)
HiTechUS
keeping it simple
knowing your business
performance and incentives
cash crisis liquidity plans
cash flow predictions
categorizing customers
categorizing risks
financial
operational
reasons for
rules
strategic/business
CEO (chief executive officer) responsibilities
CFO (chief financial officer) responsibilities
challenges, implementation of risk management
achieving balance
fear of transparency
handling opposition
inadequate data
resistance to change
risk estimates
stalled processes
system maintenance failure
tough questions
upper-level support
change, resistance to
channel diversification
chief executive officer (CEO) responsibilities
chief financial officer (CFO) responsibilities
Chief Financial Officer magazine
chief risk officer (CRO) responsibilities
classifications of risk
clear direction
collections, customer management
commercial risks
committees, implementation of risk in governance
communication
improvement
stakeholders
forms
process
company pitfalls
increased potential risks
invincibility
lack of anticipation
overdiversification
volatility of risks
comparisons (forecasting risks)
competition
benefits of risk/return analysis
competitive landscape
Porter’s Five Forces
compliance
costs
management
risks
concentrated risks
concepts
risk appetite
risk measurement
calculation of risk severity
correlations
estimation of risk severity
financial/time baselines
likelihood/probability
confidence
employees
interval
consequence tables
contagious risks
context (RM process)
contingency plans
business continuity plans (BCPs)
cash crisis liquidity plans
disaster recovery plans (DRPs)
experiments/controlled tests
expert advice
fast action
feedback solicitation
implementation
continuous improvement
contribution measure
controlled tests, contingency plans
controls
assessment
business processes
people-based
risk appetite
correlations
group risk analysis
risk measurements
cost-benefit analysis
costs
compliance
insurance
covariance, unexpected loss
credit
payments
ratings
risk
crisis management teams
CRO (chief risk officer) responsibilities
culture
building RM into business
implementation of risk in governance
workplace
customer management
implementation of RM in business governance
profitable risk opportunities
categorizing customers
collections
customer scorecards and profiles
downside management
monitoring profitability
customer risks
D
daily rewards of RM
customer management
locating opportunities
pricing
processes
dashboard (risk)
decision-making personnel
defenses
auditors
business management and risk
compliance management
senior management/boards
definitions of risk
derivatives
swaps
transferring risk
development
business rhythm
allocation of economic capital
benefits of risks/rewards
budgeting risk
forecasting risks
incorporation of risk appetite statement
performance targets
RAROC
smart business plans
capabilities
products
policy framework
profitable risk opportunities
deviation
direct planning, strategic risks
disaster recovery plans (DRPs)
distribution
diversification
financial risks
goals
hedging
overdiversification
documentation
risk measurement
RM process
downside management
drivers, identification
DRPs (disaster recovery plans)
E
EAD (exposure at default)
earnings
reduction of volatility
risk-adjusted returns
volatility analysis
economic capital
economic profit
economic triggers
economic value analysis (EVA)
education
as form of communication
employees
EE (Extensive Enterprise) case study
efficiency
EL (expected loss)
elements, reporting on risks
employee
confidence
management
RM through compensation
incentives
linking performance to incentives
employment index
enterprise level stress tests
environments
root cause analysis
workplace
equipment
assets
risks
root cause analysis
established businesses, identification of risks
estimates of risk
EVA (economic value analysis)
events (risk)
analysis
aftermath
exposure
recurring events
severity of loss
impact
expected loss
group analysis
unexpected loss
projection
reducing likelihood
limited exposure to risk
outsourcing
people-based techniques
triggers and controls
stress tests
applications
enterprise level
individual variable stresses
Monte Carlo analysis
scenario analysis
single model level
ever-present risks
expected loss (EL)
calculation
measurement
reserves
experiments, contingency plans
expert advice
contingency plans
risk assessment
exposure at default (EAD)
exposure
limits
monitoring
risk
analysis
limiting
Extensive Enterprise (EE) case study
external events risks
F
failed businesses
fear of transparency
feedback solicitation, contingency plans
FICO scores
finance
assets
baselines
department
theory
triggers
financial risks
limits
management and mitigation
buffers
combining buffers and reserves
diversification
hedging
reserves
measurement and analysis
estimation of credit risk
market risk
pitfalls
review of risks
fines
fish bone diagrams
forecasting risks
comparisons
development of business rhythm
implementation
indicators
risk matrix tool
risk tables (tool)
scorecards
likelihood
odds
forms
communication with stakeholders
risk
forwards
framework
building RM into business organization
risk appetite statement
futures
G
geographic diversification
goals
diversification
identification
risk appetite statement
GoGrow Company case study
governance (businesses)
assessment
building RM into
committees
culture and business values
independence
policy framework
role of management
stakeholders
grades, ranking risks
groups
analysis
risks
growth
objective
risk projections
guidelines
continuous improvement
development of capabilities
development of common language
expectation of the unexpected
identification of risks
implementation of simple measures
provision of clear direction
understand risk appetite
H
hard risk limits
Heat Map of Industry risks
hedges
applications
diversification
financial risks
insurance
natural
transferring risk
hidden risks
hierarchy of assurance
high-level risk appetite statement
historical simulation VAR
HiTechUS case study
home price depreciation
housing starts
human resources
hunger for risk
hurdle rates
I
identification
audience, reporting on risks
drivers
industry-specific risks
objectives (RM process)
risks
competitive landscape
customer risks
established businesses
industry risks
organization evaluation
qualitative assessments
size and growth projections
supplier risks
idiosyncratic risk
immaterial risks
impact
reduction
buffers and reserves
contingency plans
hedges
reporting on risks
risk events
expected loss
group analysis
unexpected loss
implementation
BCPs (business continuity plans)
buffers and reserves
building RM into business
processes
balance
committees
independence
policy framework
role of management
stakeholders
contingency plans
cost-benefit analysis
forecasting risk
process
communication with stakeholders
contribution to business value
identification of objectives
identification of risks
management of risks
measurement and assessment of risks
monitoring risks
stakeholder association
risk management
achieving balance
fear of transparency
handling opposition
inadequate data
resistance to change
risk estimates
stalled processes
system maintenance failure
tough questions
upper-level support
simple measures
inadequate data
incentives
case study
employee compensation
linking performance to
risk reduction
indicators
individual variable stresses
industry risks
injury
insurance
costs
hedging
transferring risk
integration of RM
business processes
control framework
development of business rhythm
keys to integration
reporting
culture
governance
committees
culture and business values
independence
policy framework
role of management
stakeholders
levels of implementation
new projects
organization
framework
lines of defense
management through employee compensation
managers
responsibility of all
interest rate risks
interruptions, business
inviting risk into business
business processes
control framework
development of business rhythm
keys to integration
reporting
culture
governance
committees
culture and business values
independence
policy framework
role of management
stakeholders
levels of implementation
new projects
organization
framework
lines of defense
management through employee compensation
managers
responsibility of all
ISO 9001
issue resolution
iterative process
K-L
key man risks
know your customer (KYC) concept
lagging indicators
leading indicators
Leeson, Nick
legal department
legal risks
levels of implementation
LGD (loss given default)
LIBOR (London Interbank Offered Rate)
likelihood
ranking risks
reducing
limited exposure to risk
outsourcing
people-based techniques
triggers and controls
risk measurement
scales
tables
limit trees
limited exposure to risk
building exposure limits
risk limits
lines of defense
auditors
business management and risk
compliance management
senior management/boards
liquidity risks
litigation
London Interbank Offered Rate (LIBOR)
loss
expected loss
possibility
predictions
risk analysis
aftermath
exposure
recurring events
severity of loss
unexpected loss
calculation
covariance
loss event capture
loss given default (LGD)
Lucas, George
M
machines, root cause analysis
maintenance
policy framework
systems
Major Classes and Subclasses of Risk chart
management
financial risks
buffers
combining buffers and reserves
diversification
hedging
reserves
obligations
operational risks
preparation
teams
risks
avoiding contact with risk
cost-benefit analysis
impact reduction
initial considerations
reducing likelihood of risk
technique selection
transferring risk
strategic risks
buffers
direct planning
range of outcomes
managers
finance/accounting personnel
human resources
legal department
strategic planning team
market risk
Markowitz, Harry
materiality
materials
risks
root cause analysis
McKinsey
measurements
comparing risk and return
expected loss
financial risks
estimation of credit risk
market risk
operational risks
loss event capture
root cause analysis
scorecards
teams
rewards
economic profit
RAROC (risk-adjusted return on capital)
risks
applications
concepts
conversion to money
determination of mitigation
distribution
reasons for
risk versus return
rules
simple processes
what to measure
strategic risks
awareness
residual risk
signals
stakeholders
MECE (mutually exclusive, collectively exhaustive) approach to categorizing risk
Metallgesellschaft AG
methods, root cause analysis
missed credit payments
mission (businesses)
mitigation
financial risks
buffers
combining buffers and reserves
diversification
hedging
reserves
operational risks
risk measurement
strategic risks
buffers
direct planning
range of outcomes
models
four lines of defense
auditors
business management and risk
compliance management
senior management/ boards
measuring risk
partnership
stress tests
applications
enterprise level
individual variable stresses
Monte Carlo analysis
scenario analysis
single model level
modern portfolio theory (MPT)
money, converting risk measurements
monitoring
customer profitability
exposures
groups of risks
risks
Monte Carlo analysis
Monte Carlo VAR
MPT (modern portfolio theory)
multiperiod measures, incentives
mutually exclusive, collectively exhaustive (MECE) approach to categorizing risk
N
natural hedges
net income after cost of capital (NIACC)
new projects
new risks
NIACC (net income after cost of capital)
nondiversifiable risk
nontraded market risks
notices, as form of communication
O
objectives, identification
obligation management
obsolescence risks
odds
operational risks
buffers
limits
management and mitigation
measurement and analysis
loss event capture
root cause analysis
scorecards
teams
predictions
review of risks
operational triggers
operations diversification
opportunities for profit
customer management
day-to-day rewards
locating opportunities
pricing
process improvement
processes
product development
target customers
opposition, as challenge of risk management implementation
options
organizations
building RM into business
framework
lines of defense
management through employee compensation
managers
responsibility of all
risk assessment
governance and decision-making
mission and products
processes and control
systems and technology
workforce
rollout of BCPs (business continuity plans)
outsourcing
overdiversification
P
parametric VAR
partnership model
payments, premiums
PD (probability of default)
people risks
people-based RM techniques
checklists
incentives
people-based controls
training and education
workplace environment and culture
perfect hedges
performance
employees
GoGrow Company case study
targets
personnel assets
personnel risks
pilot programs
pitfalls
companies
financial risks
strategic risks
policies
buffers and reserves
framework
Porter’s Five Forces
possibility of loss/injury
potential risks
precision, hard risk limits
predictions
forecasting risks
comparisons
implementation
indicators
risk matrix tool
risk tables (tool)
scorecards
risk events
stress tests
applications
enterprise level
individual variable stresses
Monte Carlo analysis
scenario analysis
single model level
premiums
pricing, profitable risk opportunities customer considerations
equation
probability
ranking risks
risk measurement
tables
probability of default (PD)
procedural updates (policies)
process improvement
processes (business)
building RM into
business assessment
communication with stakeholders
contribution to business value
identification of objectives
identification of risks
iterative
management of risks
measurement and assessment of risks
monitoring risks
profitable risk opportunities
stakeholder association
products
development
policy framework
profitable risk opportunities
diversification
regulations
risks
validations
profiles (risk)
profitable risk opportunities
customer management
day-to-day rewards
locating opportunities
pricing
process improvement
processes
product development
target customers
program reviews
projection of risk events
protection
assets
downside of businesses
purchasing, policy framework
put options
Q
qualitative assessments
reports from external experts
scenario analysis
SWOT analysis
war-gaming
quality improvement
quantitative anchors
quantitative approach to risk appetite
R
range of outcomes, strategic risks
RAROC (risk-adjusted return on capital)
RARORAC (risk-adjusted return on risk-adjusted capital)
ratings (risk) scorecard
grades
likelihood
odds
reasons for managing risk
assessment of failed businesses
asset protection
avoidance of surprises
awareness of obligations
efficient issue resolution
prevention of emergencies
protection for downside
reduction of budget blowouts
reduction of earnings volatility
risk/return analysis
recurring events
reduction
likelihood of risk
limited exposure to risk
outsourcing
people-based techniques
triggers and controls
impact of risk
buffers and reserves
contingency plans
hedges
register (risk)
regulations (products)
reports
as form of communication
risks
elements
identification of audience
impact
schedule
RM process
reputation risks
reserves
financial risks
implementation
residual risk
resistance to change
resolution of issues
responsibilities
CEO (chief executive officer)
CFO (chief financial officer)
CRO (chief risk officer)
managers
finance/accounting personnel
human resources
legal department
strategic planning team
returns
measurement
performance targets
risk-adjusted
rewards
day-to-day
customer management
locating opportunities
pricing
processes
risks
applications of analysis
economic profit
measurements
MPT (modern portfolio theory)
RAROC
risk/return analysis
target
rhythm (business)
allocation of economic capital
benefits of risks/rewards
budgeting risk
forecasting risks
incorporation of risk appetite statement
performance targets
RAROC
smart business plans
risk
analysis
aftermath
events that lead to loss
exposure to loss
recurring events
severity of loss
assumptions
categorizing
financial risks
operational risks
reasons for
rules
strategic/business risks
classifications
company pitfalls
dashboard
defined
events
financial
limits
management and mitigation
measurement and analysis
pitfalls
forecasting
comparisons
development of business rhythm
implementation
indicators
risk matrix tool
risk tables (tool)
scorecards
risk appetite
concepts
control
credit ratings
hunger for risk
initiation of process
key questions to ask
quantitative anchors
statement
communication of process
framework
high-level
setting boundaries
specifics
thresholds
target risk and return
risk matrix tool
risk register
hidden
identification
competitive landscape
customer risks
established businesses
industry risks
organization evaluation
qualitative assessments
size and growth projections
supplier risks
idiosyncratic
immaterial
management
as step in process
avoiding contact with risk
cost-benefit analysis
impact reduction
initial considerations
reducing likelihood of risk
technique selection
transferring risk
material
measurement
applications
concepts
conversion to money
determination of mitigation
distribution
reasons for
risk versus return
rules
simple processes
what to measure
monitoring
nondiversifiable
operational
buffers
limits
management and mitigation
measurement and analysis
rewards
applications of analysis
development of business rhythm
economic profit
measurements
MPT (modern portfolio theory)
RAROC
risk/return analysis
specific
strategic
management and mitigation
measurement and analysis
pitfalls
risk tables (tool)
risk-adjusted return on capital (RAROC)
risk-adjusted return on risk-adjusted capital (RARORAC)
risk-adjusted returns
roles
chief executive officer (CEO)
chief financial officer (CFO)
chief risk officer (CRO)
managers
finance/accounting personnel
human resources
legal department
strategic planning team
rollout
BCPs (business continuity plans)
contingency plans
root cause analysis
rules
categorizing risks
continuous improvement
development of capabilities
development of common language
expectation of the unexpected
identification of risks
implementation of simple measures
provision of clear direction
risk measurement
S
scales, relative likelihood
scenario analysis
schedules, reporting on risks
scorecards
customer management
forecasting risk
grades
likelihood
odds
operational risks
security risks
senior management
services, policy framework
severity (risk events)
calculating impact
risk analysis
tables
share of wallet
shareholder value
shareholder value analysis (SVA)
signals, strategic risks
single model level stress tests
Skywalker Ranch
soft risk limits
solicitation of feedback, contingency plans
solution design, BCPs (business continuity plans)
specific risk
staff risks
stage-gating (process improvement)
stakeholders
association with RM process
communication
implementation of risk in governance
board and advisory group management
customer management
employee management
management risks
responsibilities
strategic risks
stalled processes
standard deviation
statement (risk appetite)
communication of process
framework
high-level
setting boundaries
specifics
thresholds
statistical process control
steps to risk management
communication with stakeholders
contribution to business value
identification of objectives
identification of risks
management of risks
measurement and assessment of risks
monitoring risks
stakeholder association
stop-loss limits
strategic planning team
strategic risks
management and
mitigation
buffers
direct planning
range of outcomes
measurement and analysis
awareness
residual risk
signals
stakeholders
pitfalls
review of risks
strategies for risk
management
avoiding contact with risk
impact reduction
reducing likelihood of risk
technique selection
transferring risk
streamlining (process improvement)
strengths, weaknesses, opportunities, and threats (SWOT) analysis
stress tests
applications
enterprise level
individual variable stresses
Monte Carlo analysis
risk measurement models
scenario analysis
single model level
subcategories
financial risks
operational risks
strategic risks
subjective view of risk
sudden risks
supplier risks
support, upper-level management
SVA (shareholder value analysis)
swaps
SWOT (strengths, weaknesses, opportunities, and threats) analysis
systems
business assessment
maintenance failure
risks
T
tables (risk)
target customers
target performances
target products
teams, operational risk management
technological risks
technology (businesses)
terms for risk
test plans
BCPs (business continuity plans)
contingency plans
theories
actuarial
finance
MPT (modern portfolio theory)
thresholds, risk appetite statements
Time Warnermerger with America Online
tools, forecasting risks
risk matrix
risk tables
top-ten risk list
tracking indicators
traded market risks
training employees
transferring risk
transparency
fear
governance
treatment for risks
avoiding contact
derivatives
hedging
insurance
outsourcing
transferring risk
trees (limits)
triggers
U
UL (unexpected loss)
buffers
calculation
covariance
uncertain outcomes
underlying assets
unexpected loss (UL)
buffers
calculation
covariance
updates, as form of communication
upper-level support
V
validation
products
risk measurement models
value-at-risk (VAR)
values (business)
VAR (value-at-risk)
vocabulary (risk terms)
volatility
analysis
as company pitfall
earnings
predictions
W-X-Y-Z
war-gaming
workforce (businesses)
asset protection
avoidance of surprises
competitive landscape
customer risks
efficient issue resolution
established, risk projections
integration of RM
business processes
culture
culture and business values
governance
levels of implementation
new projects
organization
policy framework
stakeholders
obligation management
organization evaluation
governance and decision-making
mission and products
processes and control
systems and technology
workforce
plans
prevention of emergencies
protection for downside
qualitative assessments
reports from external experts
scenario analysis
SWOT analysis
war-gaming
reasons for failure
reduction of budget blowouts
reduction of earnings volatility
risk/return analysis
risks
supplier risks
working comparisons
workplace, environment and culture
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