GlaxoSmithKline’s unfolding bribery scandal is an object lesson in how a direct hit to its reputation can devastate a company’s finances.
Supplier risks are becoming more challenging because of the inherent difficulty in achieving supply-chain visibility.
Outsourcing, lean manufacturing and just-in-time inventory are proven cost cutters. But they can stretch global supply chains to a breaking point.
Traditional metrics can help CFO get a firmer grasp of past or frequent events. But for future perils, risk modeling may be the way to go.
Scott Rothstein needed a big financial institution to keep his scam going. TD Bank should have managed its risks better.
In terms of global financial risk management, the proposal contains serious flaws -- particularly by inhibiting the flow of capital to situations where it’s needed most.
Bringing together finance and risk management can help companies identify and exploit new opportunities for growth.
Traditional risk heat maps focus only on the downside of risk. But CFOs and CROs need to be able to visualize the opportunities for creating value that exist by taking risks.
If Hewlett-Packard had been comparing its risk appetite to its risk tolerance, it might not have taken on more acquisitions than it could handle.
A disconnect between the chief risk officer and the board and the failure of CEO Jon Corzine to head the CRO’s advice revealed the weakness of MF Global’s risk-management policies.