Risk Management

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016-Innovation-500

The Reasons for Accidents

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“If there are human operators in the system, they are most likely to be blamed for an accident,” writes MIT professor Nancy Leveson. She thinks traditional thinking about the causes of industrial accidents is limiting, in that the model used is that of chains of events leading back to the cause or the accident. A better model for today’s complex, automated systems: thinking of reasons why accidents occur rather than specific causes.

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16-Operations-500

Managing Risk to Avoid Supply-Chain Breakdown

By understanding the variety and interconnectedness of supply-chain risks, managers can tailor balanced, effective risk-reduction strategies. The authors show how smart companies use “stress testing” to identify parts of the supply chain that might break in the event of a natural disaster, terrorist strike or other upheaval. They then explain a variety of ways that supply-chain partners can collaboratively prepare for and effectively manage risk.

14-Global-Business-500

The Global Costs of Opacity

Although large-scale risks garner media attention, it is the everyday, small-scale risks associated with a lack of transparency in countries’ legal, economic, regulatory and governance structures that can confound global investment and commerce. New research identifies the causes and measures the effects of this phenomenon.

9-Social-Business-500

The Innovation Subsidy

Companies should focus less on marketplace premiums for their innovations and more on opportunistically exploiting subsidies for innovations. Thus Microsoft‘s Windows 95 development effectively garnered a $900 million subsidy by drawing upon a valuable technical population to test and help improve the system. An innovation subsidy, says the author, is individuals‘ and institutions‘ cost-effective bartering of resources to reduce risk.

Showing 41-60 of 84