The quality of the risk analysis is largely determined by the risk analysis participants. The number of predetermined perspectives also plays an important role in identifying the risks.
Risks present within a company or organization stem from the business activity and are often spread across various departments. In order to compile a complete picture of the risks within an organization, it is necessary to have an unobstructed view of the relevant part of the organization. In this way, the right priority can be given to the risks and the right management measures can be taken.
At the strategic level, it is important for risk assessment that each participant make a substantial contribution to top management. An alternative, if making a direct contribution is not possible, is to ensure a high degree of involvement in shaping the strategy and direction of the company or organization.
If inventories take place by department, it is important that the participant group changes. This is important because the risks result from the work of individuals working in that department. In addition to the presence of the board member in charge, it makes sense that the representation (from the top of the department) is an accurate reflection of the current composition.
Risk analyses and perspectives.
Formulating the risks is a careful process in which you must be careful that the participants do not allow themselves to be influenced too quickly by their own area of expertise. There is a chance in that case that a (too) one-sided picture will emerge in which the connection between the risks disappears into the background. Obtaining a complete picture of all risks is precisely the strength of a well-executed risk analysis. The use of different perspectives forces participants to develop a broader perspective. Looking at the risk analysis in this way creates a more complete picture of the relevant risks. The direct result is that the risks become visible and one can ultimately anticipate them better.
Another added benefit is that by using different perspectives, an awareness process is initiated. Thus, one gains better insights into risks in other areas and is more likely to see the interrelationships. An isolated approach to specific risks is thus avoided.
Organizational risks play a role primarily at the strategic level. At the tactical level, for an inventory, the risks are mainly associated with activities that characterize a particular department. In both cases, the same perspectives can be chosen:
- Organizational
- Technical
- Financial
- Political / Administrative
- Legal / Legal
- External
In fact, the perspectives act as a framework and are derived from the standard set of perspectives from the RISMAN method.
