Overcoming Risk and Resource Strategy Complexities
Enterprise-level risk and resource strategy is complicated. The proof… name a dedicated firm charging for this work as the centerpiece of its offering.
Aside from Reasoned Advisory, I don’t believe there’s any firms with that level of commitment. Why? Because to do good work you’re pushing against three incredibly difficult factors:
Influencing people.
Predicting the future.
Ensuring very different disciplines are coordinated in their work.
But to effect real change, we must overcome these issues. And it’s worth it to do so. The work of treasury operations, risk management, business strategy, investments, debt, etc., are all guided by this central need.
It is telling that nearly all investment consultants, investment bankers, and debt advisors have a model to attempt to frame their work with the organizational need, consider ALM, ERM, etc. I applaud them for doing so, and these models can be incorporated. Drawing out the value requires a deeper coordination within the enterprise of its financial and managerial capacities. Otherwise, we conduct these reviews, shrug our shoulders, and move on with isolated thinking.
To overcome these hurdles, Reasoned Advisory focuses on analytics and methods that build a confident risk and resource strategy. To help influence, we avoid black-box analytics and lean on proven communication structures that bring alignment and set actions in motion. To sidestep an unpredictable future, we find ways that downplay probability and chance but foster the lessons of preparation and monitoring. To integrate specialists, we synthesize the clear interrelationships among disciplines, forming guidance to better perform their work.
There is a way forward. When ready, we’ll map it out together.