![]() ![]() Diverging interpretations of similar information (lack of a common language for risk).Intrinsic difficulty to unify risk views in workable frameworks.As outcome of regulatory structures (internal structures reflecting regulatory structures).Segmentation along cultural / linguistic barriers.Following external (market) segmentation, e.g., in terms of client base or product type.Due to internal business unit segmentation / company politics.distinct risk committees)Īn indicative list of further factors that may be relevant depending on the organizations context: Such segmentation might created by practical requirements to optimize operations (e.g. A common cause is the segmentation along distinct technical specializations with diverging conventions, working styles and tools. Risk Silos may emerge for a variety of reasons, reflecting the diverse nature of risks and risk management concepts. It is typically invoked in the context of Risk Management Failure: incidents where risks are seen (ex-post) as having been managed in suboptimal ways. In itself, the silo structure is simply a description of structure. Risk silos can happen within any type and at any level of an organization. It is meant to indicate that the treatment of the range of various possible risks in done in isolation (autonomously) rather than in an integrated way. ![]() Risk Silo is an informal (usually meant as derogatory) characterisation ascribed to organizational structures of Risk Management. ![]()
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