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About Manigent

Manigent is a specialist business and technology consultancy. Our business is about helping our clients to improve their strategic execution by building sustainable, management intelligence capabilities.  Click here for more...

  

About the author

Andrew Smart is the co-founder and Managing Partner of Manigent, a specialist business and technology consultancy.

He is also the originator of the Risk-based performance methodology and has spent the last 10 years delivering performance and risk management solutions in the UK, Europe and the Middle East. He holds an MBA from Henley Business School and is a Professional member of the Institute of Operational Risk.

Andrew regularly undertakes speaking, training and consultancy engagements in the following areas:

  • Risk-based performance
  • Strategy Map
  • Balanced Scorecard
  • Risk Management 
  • Business Intelligence 

Please click here to contact Andrew.

Books
  • Managing Business Risk: A Practical Guide to Protecting Your Business
    Managing Business Risk: A Practical Guide to Protecting Your Business
    by Jonathan Reuvid
  • Strategy and the Fat Smoker: Doing What's Obvious But Not Easy
    Strategy and the Fat Smoker: Doing What's Obvious But Not Easy
    by David H. Maister
  • Our Iceberg is Melting: Changing and Succeeding Under Any Conditions
    Our Iceberg is Melting: Changing and Succeeding Under Any Conditions
    by John Kotter, Holger Rathgeber
  • A Sense of Urgency
    A Sense of Urgency
    by John P Kotter
  • Influencer: The Power to Change Anything
    Influencer: The Power to Change Anything
    by Kerry Patterson, Joseph Grenny, David Maxfield, Ron Mcmillan, Al Switzler
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    Risk-based performance is a methodology developed by Manigent, designed to integrate performance and risk management processes. 

    This site is a platform to promote discussion around the methodology. We will also cover related topics such as the Balanced Scorecard, Enterprise-wide Risk, Operational Risk, Credit Risk, Market Risk, SOX, Basel 2, Solvency 2, ARROW 2, BS31100 and COSO.

    Risk-based performance - managing with one eye on performance and one eye on risk!

     

    Friday
    Jun182010

    Good judgments rather than the structure of regulation are the key to effective financial supervision

    DateFriday, June 18, 2010 at 06:38AM

    Yesterday (17/6/2010) the Evening Standard reported comments from Hector Sants related to the changes in the regulatory regime of the UK financial services industry.

    Good judgments rather than the structure of regulation are the key to effective financial supervision, Hector Sants, chief executive of the Financial Services Authority, said the day after Chancellor George Osborne announced the regulator will be abolished.

    “I don't really consider structure is the central issue,” said Sants, who Osborne has persuaded to stay on for an extra three years. “I consider making good judgments is the central issue.”

    Click here for the full article.

    The essence of the thinking behind the Risk-based performance methodology is to provide the framework, process, tools and information which informs the good judgment of management teams.

    AuthorAndrew Smart | CommentPost a Comment |
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    Thursday
    Jun032010

    Manigent/Unicom workshop - Risk Management and the Balanced Scorecard

    DateThursday, June 3, 2010 at 10:38PM

    An introduction to Risk-based performance Management

    In the wake of the credit crunch, understanding the acceptable level of risk that your organisation will take to achieve its organisational objectives, your risk appetite, and understanding the amount of risk you are currently taking, your risk exposure, is critical to ensuring your organisation not only survives these tough economic times, but thrives through them.

    To effectively manage and monitor the relationship between risk appetite and risk exposure, thus driving strategic execution, organisations need to move beyond traditional, siloed performance and risk management approaches and instead take an integrated and aligned approach.

    By attending this one-day interactive workshop, attendees will gain insights into the Risk-based performance methodology. This methodology, which builds on the Balanced Scorecard and COSO frameworks, provides a proven approach to managing and monitoring strategic objectives, their risk appetite and risk exposure.

    Click here for more information and to register.

    AuthorAndrew Smart | CommentPost a Comment |
    in
    Thursday
    Jun032010

    Manigent/Microsoft Executive briefing: Leveraging SharePoint for Risk Management

    DateThursday, June 3, 2010 at 10:36PM

    Need to improve your enterprise risk management technology?

    Are your ad hoc spreadsheets undermining your risk management initiative? Need a simple, easy to use enterprise application?

    Is your risk management data locked away within complex systems? Do you need a solution to sit above multiple risk and other operational systems and can bring together data into integrated risk and compliance dashboards?

    Join Manigent in partnership with Microsoft® for an upcoming executive briefing, Leveraging SharePoint for Risk Management, to explore how your organisation can take advantage of its Microsoft® SharePoint® server to deliver an enterprise wide performance and risk management solution.

    http://tinyurl.com/398bqla

    AuthorAndrew Smart | CommentPost a Comment |
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    Thursday
    Jun032010

    FSA’s largest penalty ever - FSA fines JPMorgan record £33.3m

    DateThursday, June 3, 2010 at 12:09PM

    This story shows the importance of having in place good processes and systems, and managing your risks and controls around them.

    AuthorAndrew Smart | CommentPost a Comment |
    in ,
    Sunday
    May022010

    Global Risks 2010 report

    DateSunday, May 2, 2010 at 09:10AM

    After the shock to the global financial system and world economy in 2008, 2009 was a year of appraisal and adjustment. The risk landscape that this report has explored over the past five editions has in fact changed remarkably little. What has changed dramatically is the level of recognition that global risks, like the world, are now tightly interconnected and shocks and vulnerabilities are truly global, even if impact and response can still differ at the “local” level. Download the Global Risks 2010 report from the World Economic Forum's Global Risk Network.

    Previous reports

    Global Risks 2009 report

    Global Risks 2008 report

    Global Risks 2007 report

    Global Risks 2006 report

    AuthorAndrew Smart | CommentPost a Comment |
    in
    Tuesday
    Apr272010

    HBR - Rising From the Ash: The Need for Risk Strategy

    DateTuesday, April 27, 2010 at 12:45AM

    The sudden and massive cancellation of over 90,000 flights in Europe caused by the eruption of Iceland's Volcano Eyjafjallajoekull proved again how nature's volatility can wreak havoc with global business. And while the skies might be opening up to some extent now, the economic impact is already staggering and being felt around the world. European air carriers bore the brunt of the damage, and in addition to lost revenues, their share prices took big hits with the German flag carrier Lufthansa dropping 2.1 percent. Asian carriers with European destinations lost about $40 million per day. Read full article here

    AuthorAndrew Smart | CommentPost a Comment |
    in , ,
    Tuesday
    Mar162010

    Institute of Operational Risk launches second sound practice guidance paper – Risk Control self assessment

    DateTuesday, March 16, 2010 at 08:41AM

    The Institute of Operational Risk (IOR) has launched the second of it’s series of sound practice guidance papers. This paper focuses on Risk Control self assessment.

    Click here to download the paper.

    Click here to go to the website.

    AuthorAndrew Smart | CommentPost a Comment |
    in , , ,
    Wednesday
    Feb172010

    Institute of Operational Risk launches first sound practice guidance paper – Risk Appetite

    DateWednesday, February 17, 2010 at 05:39PM

    The Institute of Operational Risk has launched the first of a series of sound practice guidance papers. This first paper is on the topic of Risk Appetite.

    Click here to download the paper.

    Click here to go to the website.

    AuthorAndrew Smart | CommentPost a Comment |
    in ,
    Saturday
    Feb132010

    FSA signals a more intensive supervision regime

    DateSaturday, February 13, 2010 at 10:02AM

    With the announcement of its funding requirements for 2010/11, the FSA has sent a clear signal, if one was needed, that there is now a more intensive supervision regime in part.

    The FSA defined the key areas where it will focus its work as:

    • Continuing to deliver intensive and intrusive supervision
    • The delivery of the credible deterrence philosophy which is central to the FSA’s supervisory approach
    • The policy reform programme, driven by the Turner Review, which forms the FSA’s response to the financial crisis and covers critical issues such as reforms to liquidity and capital regimes, and
    • Ensuring delivery of the wider policy agenda mandated by the European Union. This includes Solvency 2, the review of the capital adequacy regime for the European insurance industry, and the largest project undertaken by the FSA.

    Hector Sants, FSA chief executive, said: “The way the FSA regulates has changed radically, both in approach and intensity over the last three years.

    Click here for details

    AuthorAndrew Smart | CommentPost a Comment |
    in
    Sunday
    Jan312010

    Risk-based performance three pillars model

    DateSunday, January 31, 2010 at 11:00PM

    The Risk-based performance three pillars model is now available. This model follows a familiar structure - Principles, Framework and Process.

    Principles

    1. Begin with strategy, integrating performance and risk management
    2. Set the tone to enable and sustain the right culture
    3. Manage the relationship between performance, risk and controls
    4. Combine hard numbers with expert knowledge & judgement
    5. Align the change agenda (run, change & transform)
    6. Embed accountabilities and responsibilities – execution is a team game
    7. Continually monitor, review and improve

    Click to read more ...

    AuthorAndrew Smart | CommentPost a Comment |
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