Corporate risk and governance : an end to mismanagement, tunnel vision and quackery / by Alan Waring.

Includes bibliographical references and index.

Introduction -- List of figures and tables -- List of cases -- List of abbreviations and acronyms -- About the author -- Foreword -- Acknowledgements -- Enterprise risk management and corporate -- Governance -- Risk management and governance in context -- Corporate risk management in practice -- Countering tunnel vision and quack governance -- A culture of responsible risk-taking -- Family businesses, governance and risk management -- Business continuity and crisis management -- Corporate due diligence -- The abuse of trust -- Mergers, acquisitions and joint ventures -- Fraud, corruption and organized crime -- The nature and scope of corruption -- Corporate fraud -- Immovable property fraud -- Intellectual property and product risks -- Combatting IP threats -- Ensuring product safety -- Man-made disasters -- Policy and practice in major hazards risk management -- The Mari-Vassilikos disaster, 11 July 2011 -- Conclusion -- Appendix 1 glossary -- Appendix 2 references -- Appendix 3 subject index -- Index.

Print version record.

"Corporate Risk and Governance addresses corporate risk management and governance requirements affecting large organizations in all industry sectors and countries. The book strongly advocates implementation of Corporate Governance Codes: ISO 31000 Risk Management, ISO 22301 Business Continuity Management and PAS 200 Crisis Management but warns against treating any standard or model slavishly, as if it can offer easy salvation or a simple route to a risk nirvana. Alan Waring challenges many hallowed beliefs, attitudes and practices that continue to hamper the delivery of effective Enterprise Risk Management (ERM) and thereby good governance. Those boardroom and corporate cultures that are complacent about risk exposures and risk management or, worse, encourage 'chancers' and a 'what can we get away with' attitude, are examined in depth along with what is required to embed a culture of responsible risk-taking. Some 75 cases from around the world provide graphic examples and lessons to be learned. Although the text includes some summary practical guidance, this book is designed primarily as a thinking aid rather than a risk management cookbook. It is something to encourage better informed risk-decision making; a more informed view of enterprise risk exposures, control and mitigation issues and an awareness of boardroom and corporate culture issues and their impact on effective ERM."

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