3 Emerging Market Risks Companies Should Watch for in 2018

Harvard Business Review

They devote far more time to internal execution and competitive risks than to external risks that can change the playing field. This means that many emerging market risks get cut from the senior leadership agenda. At Frontier Strategy Group, we observed that in 2017, executives and boards paid the most attention to risks that dominated global headlines: Brexit, the Trump administration’s trade policy, cybersecurity, and, more recently, North Korea.

Decide, Change: The Two Essential Risks for Ultimate Success

Great Leadership By Dan

Guest post from Tom Panaggio : Risk is everywhere, and while common sense and consultants tell you to minimize risk, I suggest the opposite. I maintain that embracing what I call the "two essential risks" is necessary to achieve your ultimate success in business.

Benefits of Debriefing

Strategy Driven

market) risk obsolescence or irrelevance. Keep your company fighter-pilot agile in any turbulent or changing market. Then there are the leadership, cultural, and intangible benefits that arise from the consistent practice of debriefing.

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Can Your C-Suite Handle Big Data?

Harvard Business Review

Adding a chief marketing officer (CMO) became crucial as new channels and media raised the complexity of brand building, while Chief strategy officers (CSOs) joined top teams to help grapple with complex and fast-changing global markets. Because the new data analytics horizons typically span a range of functions, including marketing, risk, and operations, the C-suite evolution may take a variety of paths. Putting leadership capacity where it’s needed.

The Status Quo Is Risky, Too

Harvard Business Review

If your ideas are met with choruses of “that will never work,” “we can’t take that risk,” “let’s just stick with the plan,” your teammates are likely falling prey to a common decision making bias that former Rotman dean Roger Martin refers to as Underestimating the Risk of the Status Quo. Martin describes how executive teams carefully explore the risk of different courses of action, but neglect to make a similar assessment of the risk of staying the course.