By A.P.E. Syndicate

1. Ape Syndicate
Yuliana Irmina 29110389,Decky Prasakti 29110391, Resti Athayani
29110402
Lamya Nur Zahidah 29110406, Harry Riusxander 29110408
Wisnumurti Rahardjo 29110412, Ronaldo Bagus Putra 291104xxx
THE NEW RELIGION OF
RISK MANAGEMENT

2. Success brings profits, growth, and
unbounded optimism. But it also has a way
of blinding executives to the many
organizational dangers that creep in at the
same time.
In good times, it’s easy to forget about risk,
and that might be happened to every
companies.
Internal risk that are hiding within your
company could be determined by using
RISK EXPOSURE CALCULATOR

3. RISK EXPOSURE CALCULATOR
Determine company’s risk level
Help CEO to discover pressure on other
critical pressure points
Give opportunity to conduct two
illuminating exercise :
• Compare scores of each division
• Compare current risk exposure with 24 month ago

4. RISK EXPOSURE CALCULATOR
Pressures for Inexperience of
Growth Rate of Expansion =
Performance Key Employees
Score Score Score Score
Rewards for Executive
Level of Internal
Culture Entrepreneurial Resistance to Bad =
Competition
Risk-Taking News
Score Score Score Score
Gaps in
Transaction Degree of
Information Diagnostic
Complexity and Decentralized =
Management Performance
Velocity Decision Making
Measures
Score Score Score Score
Total Score =

5. 1. Pressure for performance
How can managers measure their score on this point?
• manager can achieve their goal through the subordinate
• good performance by subordinate
• high expectation for financial result due to good performance
GROWTH
2. Rate of expansion
How can managers measure their score on this point?
• operation expanding faster than the capacity to invest in more
people and technology
• without careful planning and allocation of resources, the
infrastructure to support rapid expansion may quickly become
overloaded, resulting in sacrifices in quality.
3. Inexperience among employees and staff
How can managers measure their score on this point?
• percentage job filled with newcomers / inexperience employee
• employee make too many mistakes
• increased customer complaint

6. 1. Reward for entrepreneurial risk taking
How can managers measure their score on this point?
• percentage of the business is based on new product and services that
have been generated by creative, risk taking employees
• environment in which people are allowed to operate like the Lone
Ranger
• increasing frequency in failed new products or servicess or
unsuccessful deals
2. Executive resistance to bad news
CULTURE
How can managers measure their score on this
point?
• amount of bad news that manager get
• people who speak of obstacles, problems, or impending dangers
are derided as annoying naysayers and accused of not being team
player.
3. Level of internal competition
How can managers measure their score on this
point?
• Manager believe that they are in a horce race with their peers for
promotions and rewards.
• Employee perceived advancement and promotion as a zero sum
game, internal competition (compared with one another) can have
unintended side effect  decrease in information sharing

7. 1. Transaction complexity and velocity
INFORMATION MANAGEMENT How can managers measure their score on this point?
– when systems to manage information are inadequate  havoc ensues
– success in the marketplace is often accompanied by increasingly
sophisticated product, by innovation in the way that customer are served,
and by creativity in bundling new products or services.
– managers have less opportunity to scrutinize transaction to ensure that
they adhere to preapproved policies.
2. Gaps in diagnostic performance measures
Reason the manager ignore the internal reporting system that measure
critical performance variable :
1. Rapid growth  system outdated and inadequate
2. Human nature
How can managers measure their score on this point?
– hard to get the right data at the right time  feeling frustration
– didn’d control the performance effectively.
3. Degree of decentralized decision making
How can managers measure their score on this point?
– local managers acting without a larger sense of their organization corporate
strategy
– didn’t have well-defined information channels for sharing information
either sideways or upward.
– if senior executives are not hearing important information until it’s too late

8. Interpreting the Score
35–45 The Danger Zone
9-20 The Safety Zone
21-34 The Caution Zone
Probably safe Managers The alarm bells
from should be alert should be
unexpected for high scores ringing and fast
errors or events in any two or action should
that could three risk follow
threaten the dimensions
health of
business

9. Pressure Point
Identification
Score calculation
Next step?

10. The Relationship between Risk and Awareness
Potential
External Risk Internal Risk
Consequences
aware of their nature and know where it exist in the
magnitude organization & at what levels
Awareness act act
avoid the hidden dangers

11. Done everything possible to
control risk!
What action are left?
Levers of Control

12. Levers of Control
+

13. 5Questio
n
AboutRis

14. Have senior managers #1
communicated the
core values of the
business
in a way that people
understand and embrace?

15. Belief system consist of :
• communicated through mission statements, credos and
statement of values
• can go a long way toward creating a culture that rewards
integrity and makes clear the types of choice
To effectively communicate core values and beliefs,
manager must do more than go through the motion of
writing a mission statement
At Johnson & Johnson, top manager
periodically meet with all business unit
managers to debate and reaffirm the
importants of their long standing credo

16. #2
Have managers in your organization clearly
identified the specific actions and
behaviors
that are off-limits?

17. For any given business
strategy managers must
determine what behaviour
or action to damage the
business reputation and
declare those actions
categorically off limits.
Consultants and audithors
like McKinsey depend on
their reputation for
trustworthiness as an
essential assets for effective
competition

18. #3
Are diagnostic control systems
adequate at monitoring critical
performance variables?

19. Because success makes it to
easy to neglect or business
diagnostic control systems,
managers have to be sure to
invest in these systems in
boom times and ensurre that
everyone is focusing on the
right critical performance
variables
Managers may choose to
focus diagnostics measures
on operations, on critical
balance sheet assets, or on
the competitive environment.

20. #4
Are your control systems interactive
and designed to stimulate learning?

21. An additional and important way to
monitor risk exposure is through certain
interactive control system- that is
systems that force managers to engage
in conversation about strategic
uncertainties. These control systems
trigger can raise important questions
about customers, technology,
competitors, regulation, markets.
Any number systems can be used: profit
plans, performance scorecards,
technology monitoring systems, or brand
revenue systems.

22. Example: J&J
• The J & J managers use
their profit planning and
long range planning
system in a highly
interactive way to
continually assess
opportunities and
threats.

23. #5
Are you paying enough for
traditional internal controls?

24. In this age of Balance score card
and enterprisewide information
systems, internal controls have
been neglected by many
organizations, such as segregating
duties, limiting access to critical
information, and adequately staffing
key control and risk management
positions, such as controllers and
internal auditors. The main reasons
of this condition is the wave of
reengineering and downsizing.
On the other hand, these initiatives
have successfully refocused and
streamlined businesses, making them
healthier and more competitive.

25. Example: J&J
• The J & J managers use
their profit planning and
long range planning
system in a highly
interactive way to
continually assess
opportunities and
threats.

26. Successful company’s managers:
implemented the levers of control model and
found a way to drive maximum performance
while ensuring adequate safeguards against
risk.

27. Its disastrous fall in 1994, when
over $350 million of false profit
were uncovered and GE decided
to dispose of Kidder Peabody’s
assets
The company’s score would have
been close to straight fives in all
categories for a total of 45
(danger zone)
General Electric

28. Growth
• Pressure for performance was extremely high
– Did not fully understand the operations or the nature of
financial service products
• The rate of expansions was intense
– Pouring money so the business could expand
aggressively
• Inexperience of key employees mounting
– Hired the fixed-income desk that was young and had no training
or experience in buying and selling specialized types of bonds

29. Culture
• GE created an environment that rewarded entrepreneurial
risk taking
– Who could create new financial products were well compensated
• Executive resistance to bad news
– Especially given the rewards and accolades that were being
showered on the trader – that those with suspicious were quickly
quieted
• Intense internal competition
– Vied for promotion, recognition, and large bonuses

30. Information Management
• Transaction complexity and velocity increasing rapidly
– Jett place order to buy and sell billion of dollars worth of
bonds
• Diagnostic performance measures were faulty and
incomplete
– Lack of early warning system
• High on decentralized decision making
– Major decisions to be made by employees at the
trading desks without direct management oversight

31. Conclusion
• The company was too
much relied on the
company’s diagnostic
control system and internal
auditor to alert them.
• Blame must be placed on
managers who failed to
appreciate the risk
pressures due to growth,
culture, and information
management

32. THANK YOU SO SO