CHAPTER 5
SRM at Ground Level: Why, Who and Where, and How?
This chapter takes up the next elements in developing a strategic risk management program: teams and tools. We focus on the team in this chapter: why every organization needs a dedicated SRM team, who should be on that team, where they should look for strategic risk, and how they can frame those risks in ways that others in the organization can quickly understand. We begin with Intel’s misadventures in the smartphone market and explain how an SRM team might have helped.
William Shockley went West, from New Jersey to Mountain View, California, in 1955, to start a company manufacturing ...
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