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1、TheBigIdeaSmartcompanieSmatchtheirapproachtothenatureofthethreatStheyface.mbyrobertS.KaplanandanaginganettemiKeSriSKS:anewframeworHBR.ORGRobertS.KaplanisaAnetteMikesisanBakerFoundationProfessorassistantprofessoratatHarvardBusinessSchoolHarvardBusinessSchool.andthecocreatorofth
2、eBalancedScorecardmanagementsystem.MANAGINGRISKS:ANEWFRAMEWORKJune2012?HarvardBusinessReview?49TheBigidea?ManagingRisks:anewFRaMewoRkWhenTonyhayWaRdBecaMeceoofBP,in2007,hevowedtomakesafetyhistoppriority.Amongthenewrulesheinstitutedweretherequirementsthatallemployeesuselidsonco
3、ffeecupswhilewalkingandrefrainfromtextingwhiledriving.Threeyearslater,onHayward’swatch,theDeepwaterHorizonoilrigexplodedintheGulfofMexico,causingoneoftheworstman-madedisastersinhistory.AU.S.investigationcommissionattributedthedisastertomanagementfailuresthatcrippled“theability
4、ofindividualsinvolvedtoidentifytheWriskstheyfacedandtoproperlyevaluate,communicate,andaddressthem.”Hayward’sstoryreflectsacommonproblem.De-ManagingRisk:Rulesordialogue?spitealltherhetoricandmoneyinvestedinit,riskThefirststepincreatinganeffectiverisk-manage-managementistoooften
5、treatedasacomplianceis-mentsystemistounderstandthequalitativedis-suethatcanbesolvedbydrawinguplotsofrulesandtinctionsamongthetypesofrisksthatorganizationsmakingsurethatallemployeesfollowthem.Manyface.Ourfieldresearchshowsthatrisksfallintoonesuchrules,ofcourse,aresensibleanddor
6、educeofthreecategories.Riskeventsfromanycategorysomerisksthatcouldseverelydamageacompany.canbefataltoacompany’sstrategyandeventoitsButrules-basedriskmanagementwillnotdimin-survival.isheitherthelikelihoodortheimpactofadisasterCategoryI:Preventablerisks.Thesearein-suchasDeepwate
7、rHorizon,justasitdidnotpreventternalrisks,arisingfromwithintheorganization,thefailureofmanyfinancialinstitutionsduringthethatarecontrollableandoughttobeeliminatedor2007–2008creditcrisis.avoided.Examplesaretherisksfromemployees’Inthisarticle,wepresentanewcategorizationofandmana
8、gers’unauthorized,illegal,unethical,in-riskthatallowsexecutiv
