Risk Assessment Flashcards

(31 cards)

1
Q

def risk

A

possible future events and their probabilities

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2
Q

is risk always negative?

A

no, can be positive as well

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3
Q

def internal risks

A

= preventable, undesirable. they arise from the organisation itself.

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4
Q

give 3 examples of an internal risk

A
  1. breakdown in routine operations
  2. unethical behaviour (managers)
  3. counterproductive work behaviour (employees)
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5
Q

def strategy risk

A

voluntary risks that arise from organisation’s pursuit of strategic goals

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6
Q

state 3 sources of strategic risks

A
  1. entrepreneurial orientation
  2. R&D activities
  3. financing growth with debt
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7
Q

def external risks

A

arising from events outside the organisation
uncontrollable
negative

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8
Q

give 3 examples of an external risk

A
  1. natural disaster
  2. policy change
  3. macro-economic shift
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9
Q

what are the 3 sources of external risks?

A
  1. natural and economic disasters - immediate impact
  2. competitive risks - medium term impact
  3. geopolitical and environmental changes - long-term impact
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10
Q

what are the three steps to managing risks?

A
  1. identification
    - id key environmental factors
    - define possible future boundaries
    - account for disruptive innovation
  2. asses their impact (using stress tests, scenario planning, or war-gaming)
  3. mitigate the risks (reduce the impact cost-effectively)
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11
Q

def megatrends

A

Large-scale movements that are typically slow to form but have wide- and long-range impacts

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12
Q

def weak signals

A

Advanced signals of future trends (usually in a form of unstructured, fragmented and „unusual“ bits of information)

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13
Q

def inflexion points

A

Moments when trends shift in direction, for instance turning sharply upwards or downwards

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14
Q

state 6 possible megatrends in the future

A
  1. impactful tech
  2. demographic change
  3. rapid urbanisaiton
  4. amplified individuals
  5. economic power shifts
  6. climate and resource security
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15
Q

def disruptive innovation

A

technology advances that make a radical change in the way business is done

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16
Q

how does disruptive innovation change an industry? (3)

A
  1. creates lower entry barriers
  2. increases buyer power
  3. disintegrates boundaries
17
Q

in what 3 ways does tech have a macro impact

A
  1. future of work
  2. new business models
  3. regulatory changes
18
Q

in which 3 areas is extra technological innovation needed?

A
  1. resource scarcity
  2. global warming
  3. demographic changes
19
Q

def black swan

A

unforseen events that are a surprise and have an extreme impact.

20
Q

is the covid pandemic a black swan?

A

no, bc pandemic are actually expected, just the timing is unknown

21
Q

what is a stress test used for?

A

used to identify vulnerabilities, set risk limits and develop contingency plans for major changes

22
Q

define the stress testing model

A

input: macroeconomic variables and scenarios
calculation: correlation factors
output: losses and capital

23
Q

define the reverse stress testing model

A

input: target capital or tail loss
caluclation: correlation factors
output: macroeconomic variables and scenarios

24
Q

def war-gaming

A

assessment of a firm‘s vulnerability to disruptive technologies, competitive pressures, and stakeholder reactions

25
state and explain the three stages of war-gaming
1. the battleground - Collection of all the necessary data on competitors and markets - Review of current strategic plan 2. war simulation - Teams role-play key market players (action - reaction - counteraction) - In the process they learn to identify key threats and opportunities 3. evaluation of the results - Refinement of the current strategy - Development of contingency plans against major threats
26
def scenarios
future possible (alternative) environments
27
what are scenarios used for? (4)
- make sense of a complex situation - develop a strategy - anticipate changes in the environment - facilitate learning and adaptability in the organisation
28
state the 4 stages of scenario-making
1. define scope (two dimensions - e.g. cooperation vs confict + weak state vs strong state) 2. identify key drivers (define each part of the matrix) 3. develop stories 4. identify impacts of each story
29
state 4 possible scenarios for 2030.
1. stalled engines (pandemic in Asia) 2. Fusion (collaboration of China and US, restructuring of EU) 3. Gini-out-of-the-bottle (bigger inequalities between countries, social tensions) 4. nonstate world (new tech, non-state actors lead global issues)
30
def risk matrix
graphical representation of probability and severity of the risks in the environment
31
what are the possible decisions what to do with risks? (4)
1. avoid (go into new markets) 2. reduce (invest in R&D) 3. accept 4. transfer (insure against)