Transform how your board engages risk
The transformative journey from today to a better use of risk in strategic planning is the ethos of the DCRO Institute's program for boards. Ours is a disciplined, and comprehensive combination of practical and new insights, assessing alignment with corporate goals and risk communication, development of risk-savvy directors and executives, all using the experience and perspectives of some of the top board members and executives in the world whose focus is on risk governance.
All organizations must learn to embrace risk-taking in order to thrive. We must know how to respond to events we did not anticipate. And we must do our work in ways that help us reach our corporate goals most effectively. Click on the image to download our article, Learning to Embrace Risk.
The example set by the board and c-suite around risk leads to a positive change in mindset that cascades throughout the organization. Schedule a consultation to discuss your specific goals.
Boards of directors can transform the environment wherein risk is taken well – what we call risk governance – to make the most effective use of precious resources. By thoughtfully approaching risk-taking and using it as a positive, strategic tool for growth, directors can collectively and individually adopt the positive governance of ris
Boards of directors can transform the environment wherein risk is taken well – what we call risk governance – to make the most effective use of precious resources. By thoughtfully approaching risk-taking and using it as a positive, strategic tool for growth, directors can collectively and individually adopt the positive governance of risk-taking – something that will cascade throughout the company at every level.
In this article, the second in our series on Building a Better Board, we look at five key factors behind the successful performance of boards and how to evaluate if your board meets the standard.
In this article, the third in our series on Building a Better Board, we ask board members who serve with Qualified Risk Directors® about the value that their unique understanding of risk brings to board discussions.
Hidden attitudes towards risk among board members and executives can be a primary driver of that success or an impediment. Because the future is more difficult to predict than ever, we need to ensure that our individual attitudes toward risk foster a dynamic and adaptive organization. This article will help you understand how critical it
Hidden attitudes towards risk among board members and executives can be a primary driver of that success or an impediment. Because the future is more difficult to predict than ever, we need to ensure that our individual attitudes toward risk foster a dynamic and adaptive organization. This article will help you understand how critical it is to understand both individual risk personalities and whether you have the right mix of these attitudes among board members and executives.
Innovation is the necessary engine to thrive in the long run. But what are the essential truths about establishing an effective environment of innovation at your organization? This article guides your board and c-suite executives to a more robust approach to sustainable value creation.
Boards are expected to govern an organization's embrace or rejection of AI. To meet those expectations, board members must quickly understand how their organizations are using AI, what vulnerabilities it brings, how it can massively scale the organization's upside potential, where the opportunity to innovate lies, and what level of unexp
Boards are expected to govern an organization's embrace or rejection of AI. To meet those expectations, board members must quickly understand how their organizations are using AI, what vulnerabilities it brings, how it can massively scale the organization's upside potential, where the opportunity to innovate lies, and what level of unexpected outcomes they are willing (or not willing) to accept.
In this article, we highlight key takeaways from experts across the risk governance, ethics, and innovation realm to give directors a sense of where to start, what questions to ask, and how boards around the world govern AI risk-taking best.
When many call to mind the profile of a typical board director, they think of executives with deep operational or finance experience – often a former CEO or other C-level executive with specific industry expertise. But, in an age when the business environment is changing at a lightning pace and ongoing geopolitical shifts will change the
When many call to mind the profile of a typical board director, they think of executives with deep operational or finance experience – often a former CEO or other C-level executive with specific industry expertise. But, in an age when the business environment is changing at a lightning pace and ongoing geopolitical shifts will change the strategic environment in ways most of us have never experienced, there is a growing need for diverse thinking and geopolitical intelligence in the boardroom, and not just that which you hire for a semi-annual or annual briefing. We highlight five people with experience in intelligence, law enforcement, and strategic business planning, looking at the diverse and unique experience each brings to these important board discussions.
Your Journey to Board Membership
You can share the knowledge and experience you have gained in a fulfilling and important way through board service. For some, that means giving back through non-profit board service. But it can also mean taking on the fiduciary responsibilities of governing privately held or publicly traded companies for pay. It's a journey we are here to help you take.
Like all good things, finding the right seat takes work. More importantly, being prepared to be an effective board member, and working among a small group of equally, if not more successful, people has its own challenges. We're here to help you build from your remarkable foundation to the self-actualization of your career - your diverse skills and experience matched to the right board seat.
Click on the image to download the article, Joining the Ideal Board, to learn about the many ways in which we can help you. Then schedule a consultation to discuss your next steps.
Are you thinking about how to use your talents in this critical area best to serve on a board of directors? For many, how to turn a successful executive career into a seat on the board is still a bit of a mystery or even an exercise in frustration. In this latest article from the DCRO Institute, we share how you can approach your ascenden
Are you thinking about how to use your talents in this critical area best to serve on a board of directors? For many, how to turn a successful executive career into a seat on the board is still a bit of a mystery or even an exercise in frustration. In this latest article from the DCRO Institute, we share how you can approach your ascendency to the boardroom, including the stories of four highly successful leaders who are currently in the process.
A core strength of every successful director or executive is a desire for continuous learning. It is an essential process - much in the same way that organizations must continuously renew to stay relevant - that we ask questions, gain new perspectives, and attain new knowledge. In this brief article, four Qualified Risk Directors® shar
A core strength of every successful director or executive is a desire for continuous learning. It is an essential process - much in the same way that organizations must continuously renew to stay relevant - that we ask questions, gain new perspectives, and attain new knowledge. In this brief article, four Qualified Risk Directors® share their experiences, hoping to give you motivation and reason to differentiate yourself further and broaden your board credentials.
While cybersecurity is on the agenda of most companies, it's often talked about only in the realm of loss or threat. For your board to be most effective at using technology and innovation, we need to transition to discussing cybersecurity in the context of achieving goals.
Practical guidance for boards on the need, creation, and effective use of Board Risk Committees.
Practical guidance for boards on the integration of Compensation (Remuneration) Committees in the governance of risk-taking.
Practical guidance for boards on their fiduciary duties around Cyber Risk Governance.