There is a wide variety of books, seminars, and consultants who stress that if the proper framework for risk management is developed, then the rest of the task of creating an effective risk management function will fall into place. I am not one of those consultants, and this is not one of those risk books. After the twin evils of regulation for the sake of appearing to do something, and the overmathmatization of risk management based on the false belief that risk is complicated, I believe that risk frameworks are one of the worst things to happen to risk management. Instead of promoting a specific risk framework, or even risk frameworks in general, this chapter puts forward and defends the bold argument that ...
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