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17 results for “risk management”
Concept11 mentions across episodes
risk management
Topic5 mentions across episodes
risk management
...risks are, you can't really tell what's gonna happen on the energy front. But knowing what do you know, what don't you know, and are there actions that can be taken? And then you act. And that's why right now, you know, there's a million different sc
5:05 / 6:16
from transcript5:05 – 6:16
...risks right now is even less around the impact on the economy from what's going on in the Strait Of Hormuz and energy. The bigger risk that many companies are talking about is do we have a cyber attack or attack on critical infrastructure that spins
4:27 / 5:31
from transcript4:27 – 5:31
...risk management looks like is it's, that people think it's a peacenik thing or something like that. Like, it's all kumbaya, and, we we just have to, ignore structural realities in in in operating in this space. I think instead, the the right approach
29:14 / 30:27
from transcript29:14 – 30:27
that huge uncertainty there. And then the the so maybe what you're hitting at, the kind of political and geopolitical uncertainty that is just off the charts and really makes it difficult. So our point is is, you know, not just to say it's uncertain
4:20 / 5:33
from transcript4:20 – 5:33
This reminds me of a couple things from other guests. I had Marc Benioff on the podcast, and I asked him just how do you deal with all this change? Things are it's like agents now. It was, I don't know. A there's AGI coming, as you said, just like, h
40:23 / 41:45
from transcript40:23 – 41:45
So there are some indexes that tracked fear that tracked fear. You know? And the fear index has been kind of off the charts in ways that it had only been during the the kind of early peak of of COVID and during the financial collapse of two thousand
3:39 / 4:47
from transcript3:39 – 4:47
chat, and maybe just let me ask something broad. What what do you feel is the biggest change in the role and day to day work and life of a manager these days with the rise of AI? I think that managing change, it's always been manager's job to manage
37:24 / 38:37
from transcript37:24 – 38:37
...a management framework that I use fairly often. As an executive, you don't know how to get any decision exactly right. It's not knowable. You don't know how much budget to allocate. You don't know how many people to put on a project. You don't know h
10:15 / 11:32
from transcript10:15 – 11:32
things that have happened in the past. This is a classical issue. Right? You kind of prep for what you know rather than what's gonna happen and that somebody else comes up with. You know, in recent news in Munich and in Denmark, the headlines show so
42:02 / 43:04
from transcript42:02 – 43:04
...risk management looks like is it's, that people think it's a peacenik thing or something like that. Like, it's all kumbaya, and, we we just have to, ignore structural realities in in in operating in this space. I think instead, the the right approach
28:35 / 29:42
from transcript28:35 – 29:42
The security function was this tiny little thing hidden somewhere in IT. Buying security products was like buying air conditioning and toilets. You know, it just wasn't important to the organisation. It was just stuff you had to buy to run the place.
17:11 / 18:37
from transcript17:11 – 18:37
you cannot see you what is around the corner, you know? But it is almost always the thing to focus on. Like, a lot of times, I think, inside of change, we get focused on the past. And one of the most valuable things you can do as a manager and a lead
20:15 / 21:17
from transcript20:15 – 21:17
...the biggest risk that we have to this whole thing is is a an event that pushes everything back, either a serious safety event, a serious cyber event, or something like that. And so this is the balance between it's gotta work Right. But you can't wait
28:31 / 29:32
from transcript28:31 – 29:32
makes sense for your brand and business. Mhmm. You cannot opine on everything. If you speak about everything, you're speaking about nothing. You know? And if you end up speaking about things that you don't have not earned the right to speak about, yo
20:00 / 21:18
from transcript20:00 – 21:18
...risk of loss. See complete disclosures at public.com/disclosures. So there's a lot of noise about AI, but time's too tight for more promises. So let's talk about results. At IBM, we work with our employees to integrate technology right into the syste
34:19 / 35:35
from transcript34:19 – 35:35
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