Risk management - Il Personale
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Transcript of Risk management - Il Personale
Agenda
1. Financial body check-up
2. Re-identification of core competence
3. Risk management: A/R
4. Risk management: Production & Inventory
5. Risk management: Cash
6. Risk management: People
7. In-depth meaning on Risk Management
People
• This is you and me that usually exposethe company to risky situation
• Are you using the following assumption:– Manager’s job is to protect the company
from the abuses of the workers?!
• Why & How?
• Am I the only one that knows thecompany and its business?
• Do I welcome opposite comment?
opinion?
• Do I reward people for preventing mefrom doing bad deal which I originallythought it was good?
• How do I describe “Luck”?
• Do I continuously ask for negative
• There is no repeated fluke
• Goodness & badness co-exist (yin &yang)
opposition)
• The underlying principles of runningthe existing business
• The line between acceptable &unacceptable behavior
• The value of devil advocate (loyal
• Belief Systems– Systems to articulate the values and
direction that senior managers want theiremployees to embrace
– Draw employees’ attention to key tenets ofto business:
• how the organization creates value
• The level of performance the organizationstrives for
• And how individuals are expected to manageboth internal & external relationships
• Boundary Systems– Management principle: power of negative
thinking, minimum standards
– Tell people what not to do only and letthem figure out what to do
– Of particular value when employees underpressures to achieve superior results beingcollided with stricter codes of behavior
Who knows your business?
• Yourself
• Your employees
• Your suppliers
• Your bankers
• Your competitors
• But not your investment consultants
• Your customers
Trust
• Is myself trustworthy?– To the bank and to the employees?
• Is my business trustworthy?
• Do I trust my employees?
• Do my employees trust me?
• How do I earn the trust?
• ………….
• Is my business philosophy trustworthy?
Some sidetrack
Trust:
• I cannot ask for it
• I can accept being trusted or give trust
happen
• When I trust, I take the risk
• It liberates and mobilizes humanagency, release creative, uninhibited,innovative, entrepreneurial activismtoward other people
• When I trust, I expect something
To be trustworthy
• I need to be financially healthy– proved by the Balance Sheet & PNL
• I need to meet the expectation of the
employees
• I need to be consistent with what I saidand intended to do
creditors, suppliers, customers &
5 R – Cost saving strategy
• Remove– Why does a particular expense need to
incur? Is there a way to totally remove thisexpense?
• Replace– If not possible to remove this expense, can
we replace the function with a cheaperone?
• Reduce– If not possible to remove it, is there a way
to reduce the spending?
– We should think about request for pricereduction from supplier or sourcealternative supplier.
• Redesign– If not possible to reduce, can we re-design the
process to utilize the scarce resources?
– Kaizen should be a continuous process.
process by freshman.
– The old process creator should only act as ainformation provider but not member of newKaizen group.
– There should be a regular review of existing
• Redistribute– If not possible to redesign the process, can
we have the function to share its value todifferent functional area as well as the
– Maximization subject to constraint ismaxim not only in economics but also incost saving perspective.
Cost?