Risk Management in Strategy

For the past 20 years, managing cyber risk came down to: Buy the right tool, hire the right team, build the right stack. Now, AI breaches can happen in under a minute, and even the right tool and team can’t always prevent them. The technological problem has become a business risk one. How much data can I afford to lose? How much downtime can my business survive? How big of a hit can my bottom line take after an attack? The answers determine your strategy, and they can’t be answered by your CISO alone. They belong in the boardroom, on the CFO's desk, in the CEO's quarterly priorities. Cyber resilience starts with risk management. Know what you’re prepared to risk.

The World Bank’s latest report, Continental Drying: A Threat to Our Common Future, should be required reading for every business leader. Not because it describes another environmental challenge. Because it maps one of the most profound systemic risks to operating models globally. The report identifies emerging water-scarcity hotspots, quantifies the economic consequences, and outlines strategies to better manage demand, diversify supply, and allocate water more equitably. But what sits beneath the analysis is a message we cannot ignore: Our economies are built on assumptions of stability that no longer exist. The systems that built our prosperity are driving our vulnerability at pace. Most business models still rely on: Predictable water availability. Low-cost inputs. Reliable supply chains. Stable social and geopolitical conditions. Water scarcity is not a distant risk; it’s a structural one. And structural risks cannot be managed with incremental change or siloed sustainability projects. They require: Systems leadership. Circular economy strategies that reduce dependence on finite inputs. Resilient design that accounts for interconnected pressures. Governance models that recognise shared resources, shared risks, and shared responsibility. At Coreo, we see organisations becoming increasingly aware that resilience isn’t built through compliance; it’s built through the ability to redesign value chains, collaborate beyond traditional boundaries, and invest in long-term system health. The takeaway from this report is clear: If your operating model assumes the future will behave like the past, it’s already dead in the water. Water scarcity is a wake-up call. Systems leadership is the rapid response.

Unpopular Opinion: Treating compliance and risk management functions as critical only during crises and then relegating them to mere “support staff” once the storm has passed is a flawed and short-sighted approach. The mindset that these functions are not revenue-generating, and therefore expendable, needs to change. Frameworks like ISO 31000, COSO ERM, and Basel guidelines emphasize the significance of continuous monitoring and ongoing risk assessment as essential components of a healthy organizational ecosystem. These aren’t just check-box requirements, they are proactive tools to prevent breakdowns before they happen. Risk and compliance professionals play a pivotal role in embedding a risk-aware culture and ensuring that controls evolve in line with changing business environments. Organizations must prioritize retaining and empowering these teams rather than downsizing them once immediate threats are over. A case in point, a major global bank has recently faced substantial penalties from the Financial Conduct Authority (FCA) due to repeated lapses in AML and financial crime compliance. Ironically, this same institution has seen a revolving door of executives in risk and compliance functions, yet little attention is being paid to the leadership instability that may be contributing to systemic failures. It's high time organizations stop treating compliance as a fire extinguisher only to be used when flames appear. Instead, invest in it as an essential pillar of sustainable growth and integrity. Anup Singh, CISA® Picture Courtesy - Financial Crime Academy #RiskManagement #ComplianceMatters #ContinuousMonitoring #EthicalLeadership #CorporateGovernance #AMLCompliance #OperationalRisk #COSO #ISO31000 #AccountabilityInAction #FinancialCrimePrevention #CultureOfCompliance #SustainableBusiness #LeadershipStability #GovernanceRiskCompliance #LinkedIn LinkedIn News LinkedIn LinkedIn Guide to Creating

ESG and Risk Management 🌍 Integrating ESG and risk management defines how organizations create, protect, and sustain enterprise value in a changing regulatory and market environment. Businesses that treat ESG as a compliance function miss the opportunity to connect sustainability with strategic risk control. The companies that lead are those that see both as parts of the same system. At one end of the spectrum, cost and compliance frameworks focus on minimizing exposure from taxes and employment costs to anti-bribery and money laundering policies. They secure operations but rarely drive innovation. At the other, ESG-centric models elevate purpose, resilience, and reputation as key sources of value. Net zero commitments, inclusive HR strategies, and ethical behavior programs reinforce trust and long-term positioning. The transformation happens in the intersection of both: data management, investor relations, risk controls, and value chain alignment. These are not side processes but the foundation of strategic governance. When ESG and risk management converge, corporate reporting becomes comprehensive and decision-making becomes forward-looking. This enables better capital allocation and a clearer view of systemic vulnerabilities. Governance alignment ensures that sustainability ambitions are matched with oversight and accountability. It reduces uncertainty and builds confidence among investors and regulators alike. An integrated approach also strengthens strategic design. It allows leaders to anticipate financial, environmental, and social risks before they materialize and turn them into drivers of innovation. Value and supply chain management are emerging as critical levers in this model. They connect operational efficiency with responsible sourcing, resilience, and transparency. Organizations that use ESG data as a risk intelligence tool gain a strategic advantage. They understand where they stand today and where the next disruption or opportunity will emerge. This approach reframes enterprise value creation from a static goal into a dynamic system that balances compliance discipline with long-term competitiveness. How mature is your organization in aligning ESG performance with enterprise risk management? #sustainability #esg #sustainable

6 months of free work if I failed. A deal most would walk away from—but I accepted, negotiated, and turned it into a growth opportunity. A client I’ve worked with for 2 years approached me with a bold proposal: "Hit these milestones in 6 months, or work for the next 6 months for free." At first, it sounded like an all-risk, no-reward situation. But instead of rejecting it outright, my team and I took a strategic approach. Here’s how we made it work: Out of the 3 milestones, 2 were challenging but achievable with the right execution. The third was completely unrealistic—not even 50% feasible. So we negotiated. We made it clear that goals must be realistic and measurable for success to be possible. The client agreed. But we didn’t stop there. We took control: 📌 We developed a brand-new strategy before the client even asked—to ensure we were set up for success. 📌 We added a key condition: If we delivered, he would provide 2 high-value referrals. This secured a long-term business benefit for us. 📌 We made sure the entire team was aligned, so we weren’t just taking a risk—we were making a calculated decision. The outcome? - The client was so impressed that he doubled our future fees as the project demanded double efforts too! - We’ve been working on this project for just over a month, and we’re already exceeding expectations. - This challenge is pushing us to be more creative, more strategic, and more confident. Key lessons for service providers: 1. Always evaluate before saying yes. Even high-risk deals can be turned into win-win situations with proper strategy. 2. Negotiate terms that protect your upside. Future business, referrals, or bonuses—always think about what’s next. 3. Have a solid plan before committing. We created a strategy before the client even asked—this positioned us as trusted advisors, not just service providers. 4. Clients pay for expertise, not just time. The right clients understand that great execution requires great investment. Would you take on a challenge like this? How do you handle high-stakes deals in your business? #linkedin #leadgeneration #linkedinmarketing

When good strategy goes wrong: A $35M lesson from my home county An article about Selby, South Dakota caught my eye – not because it made headlines, but because I grew up on a farm in Walworth County. Selby was our "big town," although, like most rural communities, it has been slowly dying. The story: A fourth-generation farmer partnered with an energy company on a 3,200-acre solar project that would have generated $1M annually in tax revenue for 35 years. The community desperately needed it. Their jail was condemned, grocery store shuttered, and nearby high school closed. The outcome: Organized opposition ultimately killed the project. Reading this through a strategy lens revealed three critical lessons that apply far beyond rural energy projects: 1. Individual decisions aren't always individual. Colton Berens thought he was making a private property decision. But a project generating $35M in community value over 35 years was never going to stay private. The strategic error: Treating a community-impact decision like a personal one. Coalition-building should have started on day one, not after the opposition organized. 2. Facts are necessary but not sufficient. The project had solid economics, environmental studies, and safety data. The opposition had fear, emotion, and compelling but misinformed stories about "toxic panels" and "burning birds." Guess who won the hearts and minds battle? The insight: In contested environments, your narrative strategy matters as much as your data strategy. 3. Trust deficits demand different tactics. This felt like a Howard Roark moment – one principled individual against a community of naysayers. But unlike Ayn Rand's architect, real-world strategic success requires working through trust challenges, not around them. The solution: Find credible local champions who can bridge the trust gap before you need them. The broader lesson: Even the most rational, beneficial projects fail when strategy ignores the human dynamics of change. The technical merits matter, but the social strategy often determines the outcome. While I left Walworth County years ago, watching a community choose decline over revival because of strategic missteps feels like a parable for our times. What examples have you seen where solid projects died because the social strategy lagged behind the technical strategy? https://lnkd.in/g4Xi9ENe

𝗪𝗵𝗲𝗻 𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝗜𝘁 𝗦𝗮𝗳𝗲 𝗕𝗲𝗰𝗼𝗺𝗲𝘀 𝘁𝗵𝗲 𝗕𝗶𝗴𝗴𝗲𝗿 𝗥𝗶𝘀𝗸 A company was thriving in one particular business line. Profits were strong, the market admired them, and everyone believed the future was secure. Then came a bold decision from the CEO. He chose to sell that flourishing business and reinvest in a completely new area. At that time, it looked irrational. People criticised him. Employees were unsettled. Stakeholders thought it was reckless. But the CEO saw something others didn’t — what looks like a strength today can become tomorrow’s ceiling. Staying in that line of business would have limited the company’s potential. So he took the harder path, betting on something unproven and risky. Years later, the decision paid off. The new business not only grew, it propelled the company to unprecedented heights. What once seemed like recklessness turned out to be foresight. That is resilience in leadership. It isn’t just about surviving challenges; it’s about letting go of what is comfortable and taking risks that create space for greater possibilities. 𝗦𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗺𝗲𝗮𝗻𝘀 𝗯𝘂𝗿𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 𝘃𝗲𝗿𝘆 𝗯𝗿𝗶𝗱𝗴𝗲 𝘁𝗵𝗮𝘁 𝗴𝗼𝘁 𝘂𝘀 𝘁𝗵𝗶𝘀 𝗳𝗮𝗿. 𝗞𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀 1. Resilience sometimes requires us to walk away from what is working, to make room for what could work better. 2. Risk-taking is not about being reckless; it’s about seeing beyond the safety of the present. 3. Strengths, if left unchallenged, can become tomorrow’s limitations. 𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝘃𝗲 𝗽𝗿𝗼𝗺𝗽𝘁𝘀 1. What current “strength” in your life or work might quietly be holding you back? 2. Where are you clinging to safety instead of stepping into possibility? 3. Are you willing to embrace short-term discomfort or criticism for long-term impact? 4. What is one bold risk you’ve been avoiding — and what could open up if you chose to take it? 🌱 This post is part of the Resilience series in The Inner Edge. 👉 Subscribe to The Inner Edge newsletter to follow the full series. #Leadership #Resilience #RiskTaking #GrowthMindset #TheInnerEdge

1. 30 Common Insurance Frauds in India The image categorizes the most prevalent types of fraud across various insurance segments: Motor Insurance Frauds Staged or fake accidents Inflated repair bills Fake injury claims Multiple claims for the same loss Health Insurance Frauds Fake hospitalizations Concealing pre-existing diseases Malingering (pretending illness) Claiming for non-covered treatments Policy and Distribution Frauds Policy misrepresentation Misuse of add-on covers Bogus agents or intermediaries Premium diversion by agents Documentation Frauds Forged prescriptions and bills Identity theft Claims filed after the insured's death Corporate and Specialized Frauds Agricultural insurance manipulation Warehouse stock inflation Employer-employee collusion Reinsurance fraud Data breach exploitation 🛡️ 2. Best Mitigation Tactics The infographic highlights key controls insurers should implement: ✔️ Strong KYC and customer onboarding ✔️ Robust underwriting and risk assessment ✔️ Fraud risk scoring systems ✔️ Real-time verification with hospitals, RTOs, UIDAI, GSTN, etc. ✔️ GPS, video, and image validation ✔️ Hospital and garage audits ✔️ Behavioural analytics and anomaly detection ✔️ Staff training and awareness programs ✔️ Whistleblower mechanisms ✔️ Clear policy wording and customer education ✔️ Periodic review of high-risk claims ⚖️ 3. Regulatory Framework in India The image references important anti-fraud regulations: IRDAI Regulations (2017) Insurers must establish board-approved Fraud Risk Management (FRM) policies. IRDAI Master Circular on FRM Requires insurers to adopt technology-driven fraud prevention practices and submit annual reports. Anti-Fraud Guidelines Focus on: Data analytics Fraud monitoring Governance and reporting Insurance Act, 1938 (Section 45) Fraudulent claims can attract penalties, fines, and imprisonment. Insurance Association of India (IAI) Provides standard investigation and reporting frameworks. 📊 4. Magnitude of Insurance Fraud in India The infographic estimates: ₹20,000–₹30,000 crore lost annually due to insurance fraud. Motor insurance contributes nearly 70% of fraudulent claims. Health insurance fraud is increasing by approximately 20–30% annually. Crop insurance fraud significantly impacts government expenditure. Fraud ultimately increases premiums for honest policyholders. 🤖 5. AI-Powered Fraud Detection Tools The image emphasizes the growing role of technology: AI and Machine Learning Predict suspicious claims. Detect unusual claim patterns. NLP (Natural Language Processing) Identifies forged or manipulated documents. Computer Vision Analyses accident photos and medical images. Network Analytics Detects fraud rings and collusion networks. Predictive Analytics Forecasts emerging fraud trends. Robotic Process Automation (RPA) Automates verification and data checks. Voice Analytics

If you're responsible for LinkedIn content creation - brand or individual - please make sure you're not inadvertently exposing your most valuable audiences to the views of your biggest critics... 😱 I've seen more than a few high-profile organisations turning to LinkedIn to try and talk directly to their key audiences as a way to deflect the heat coming through mainstream media or disgruntled customers. I've seen some paying to promote "good news content" via their Company Pages to try and influence key audiences with positive news stories. Others even coordinating staff engagement efforts to amplify and spread these stories "organically" through their networks. But LinkedIn doesn't work that way. In fact, these sorts of approaches are incredibly risky. Here's why 👇 Paying to promote positive stories on LinkedIn during challenging times can further enflame a situation. When critics (like angry customers) see the content in their feeds, they are more likely to lash out in the comments. And who sees those angry comments? The key audiences you were trying to insulate. Rather than hiding the reputational risk, it's now on a global billboard. That you're paying for. What can you do instead? Should you just stay quiet?!? I wouldn't recommend it - you then leave your reputation in the hands of the masses. Instead, consider these three proactive LinkedIn approaches: 1. Invest in your people (don't rely on the brand!). I sometimes hear comms stakeholders say enabling their people to use LinkedIn would be risky... 👀 On the contrary, diverse human stories, faces and voices are powerful risk mitigants, as we're more likely to connect with people - and a hell of a lot more likely to trust them - than a faceless institution. You're more at risk if you don't have a true employee advocacy program running today. 2. Invest time in your network. Instead of worrying so much about the message, worry about the message recipients. Educate and empower your people to stay connected with the key people in their networks on LinkedIn. These are the people who know, trust and will vouch for you when keyboard critics take aim. Without your people being connected with and known by their networks, you leave your brand exposed. 3. Invest resources into listening. Please, PLEASE don't turn up on LinkedIn to post believing your words will win people over. Carefully crafted messages don't build trust - taking time to listen and build familiarity with audiences does. I've said it a million times, but #LinkedIn is not a broadcast platform; it is a relationships platform. And the best relationships are built on the back of listening and understanding. To protect your reputation on LinkedIn, you must invest time and effort in listening - right up to the CEO. I'm confident these three approaches will greatly help enhance your reputation. But, whatever you do - please don't fan the flames to your own reputational fire. #LinkedInForLeaders

Too often, risk management operates in a parallel universe - technically sound, well-documented, but disconnected from the organisation’s actual goals, which results in risk processes that slow things down rather than enabling smarter, faster decisions. A risk framework should be a strategic asset. It should help leaders weigh trade-offs, allocate resources, and pursue growth with confidence, but that only happens when risk appetite, controls, and reporting are aligned with what the business is actually trying to achieve. This alignment doesn’t happen by accident, it requires deliberate effort. Risk teams need to understand the business model, the strategic priorities, and the pressures leaders are facing, and then they need to translate those into risk terms - what’s acceptable, what’s not, and where the real exposure lies. When risk and strategy are aligned, the conversation shifts. Risk management stops being a blocker and starts becoming a partner. It’s no longer about saying “no”, it’s about helping the business say “yes” to the right opportunities, with eyes wide open. #RiskManagement #StrategicAlignment #BusinessStrategy #RiskAppetite #Leadership #OperationalRisk