The Board's main responsibility is to steward its institution through risks and opportunities. Nonetheless, boards are also at risk—their exposure goes beyond the immediate success or failure of the institution they supervise—they need to balance long-term stewardship with short term survival. Boards are at risk because of their own ability (or lack thereof) to steer complex institutions through the murky meanders of reputational hits, business disruptions, economic shocks, leadership breakdowns and organisational failures.
Boards are ill-prepared to oversee and manage the rising complexity and normalisation of deviance. They need to better understand what strong risk prevention and rich opportunity optimisation entails. They often rely on gut and overlook the lessons from sophistication, thus putting themselves at risk.
"The topic is timely and relevant given the fast changing markets. The quality of the presenter and materials enhanced the discussion with a diversified and interesting audience. I would most certainly recommend this series to other directors."
Amy Lee, Non-Executive Director, Clifford Capital Pte Ltd
"It is always good to be reminded that we ought not take risks and the management of risks for granted and that as board members we should be taking the lead in aligning the organisation's strategies and activities with a risk universe that is constantly changing and often volatile. The keywords that come to mind are innovation and sustainability. Prof Didier has a very full dossier of research and experiences which makes the topic of risk and the complexities of managing risk in a corporation very real and compelling."
Kevin Kwok, Independent Non-Executive Director,
Mapletree Greater China Commercial Trust Management Ltd
"Very relevant topic and experienced facilitator made for a very informative and useful seminar. The high quality of participants also helped in engaging conversations, both formal and informal."
Gautam Banerjee, Board Director, Singapore Airlines Limited