Alexei Sidorenko

Tired of telling risk managers to grow their quant competencies, the author applied the techniques to the Russian lottery. Therein lies a tale.

Decision-making shortcuts can be useful but may lead to inaccurate judgments in complex business situations of high uncertainty.

Most certification programs are useless, because they focus on treating risk management as a stand-alone independent process.

Integrating risk management into strategic planning is NOT doing a strategic risk assessment; it is so much more.

Risk managers need to start by embedding elements of analysis into decision-making processes, expanding the scope over time.

It actually doesn't matter as long as two important criteria are met, but here are five reasons why Internal Audit is a good home.

Risk managers, take note: Small firms know that, unless an activity directly contributes to achieving objectives, it's not going to be done.

There are numerous ways to construct sophisticated business simulations that teach risk management techniques and allow experimentation.

Despite a lot of concern, the concept of risk management remains vague. Here is a summary of the four required components.

As more companies look to implement robust risk management, not all consultants generate long-term value. Here are three reasons.

Risk management began as science, became an art and is now a mess, the author argues.