5.The IRM role: Building organisations of the future How can the IRM support you in building organisational resilience? Recognise and maintain the resilience your organisation already has Enhance your organisation’s resilience capability Communicate the need and value of organisational resilience The IRM has been enhancing risk professional’s skills through training and certification for more than three decades. The focus on building up organisational resilience has always been the indirect effect of the IRM’s primary goal of recognising, maintaining, enhancing and communicating ERM as an integrated and holistic value-added approach to multiple stakeholders. In that regard, the comprehension of core components of risk and resilience management has never been more important. The world we know has changed, and we are transitioning into a new norm, while the longstanding structures and foundations we knew are challenged. The IRM aims to create resources to increase organisational resilience across organisations, improve risk culture and engagement levels with risk and resilience initiatives, ensure risk and resilience objectives are met; create an awareness of the value added by risk and resilience management, and strengthen confidence from stakeholders. Risk professionals must comprehend organisational resilience key concepts, definitions and international standards; demonstrate the interrelations and distinct characteristics of risk and resilience management and the benefits this integration offers to companies, checking and reviewing ERM maturity level, roles and responsibilities to create a process that integrates these concepts with other preventative disciplines. The IRM recognises organisational resilience’s multiple interfaces and aims to enable risk professionals to adapt and prepare organisations to change, understanding their vulnerabilities and anticipating future threats and opportunities to adapt, respond and/or recover from disruptions. This can be obtained by identifying abnormal, unstable and complex events that could threaten an organisation’s strategic objectives, reputation or existence and by implementing awareness and response procedures into companies. Recently, we observed that operational resilience has been gaining momentum among financial service firms, but its alignment with ERM is a prerequisite to achieving the true strategic resilience that will enable companies to effectively respond to, recover and learn from disruptions. The importance of integration should not be confined only to risk management and resilience within companies but disseminated across supply-chains since disruptions could have effects that go across various industries. Thus, resilient organisations have combined systems and processes and people toward a singular purpose. The IRM has been working on multiple fronts to make this happen. From a digital risk management perspective, professionals must be able to understand and explain how new technologies and digitalisation are disrupting businesses, changing the risk environment and posing new ethical challenges to business and society. The IRM has been exploring how appropriate risk management tools and techniques can be applied, adapted and developed in the digital context and provides a detailed introduction to cybersecurity principles and practices22. From a supply chain risk management perspective, the IRM has been equipping risk practitioners with the ability to apply their risk management perspective in a world where value is increasingly added via a supply chain. Thus, globalised outsourcing, specialisation and just in time production are changing risk environments, which are linked to an expanded range of complex interconnections among businesses23.
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See more at https://www.theirm.org/qualifications/digital-risk-management-certificate/ See more at https://www.theirm.org/qualifications/supply-chain-risk-management-certificate/
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