Business Advisory Blog Business management information from Robert Griffin.

May 27, 2011

Managing Risk – So where do you start?

In my previous post on Risk Management “Managing Risk – So what should you do?” I stated that management needs to step out of the day to day details in order to look objectively at all the various aspects of the business. To make that meaningful I recommended using a SWOT analysis as a starting point.

OK so what does that mean?

A SWOT analysis looks at the (S)trengths, (W)eaknsses, (O)pportunity’s and (T)hreats of a business. In order to do that management, the owner, or preferably both, need to go through the process of reviewing all the various aspects of the business and determine which of these categories they currently belong in. Notice I said “currently” belong in not where you’d like them to be. But in order to do that they first need to do two things. (1) Determine who should be involved and, (2) Find someone to take the lead in this exercise.

The next question is, how do we do these two things? To answer that you first need to do #2, find the leader for this process, someone to keep the process moving and on target. This is not someone who will have all the answers, because that person does not exist, nor is it someone who knows the most about the business, or is even involved in day to day operations. It should be someone who is more “outside” the business and less involved “in” the day to day details of the business, someone with the knowledge and experience to ask hard questions across all aspects of the business. That could be someone on the board of directors, if you’re of a size that has a viable active board, an outside business advisor or consultant, a shameless plug for someone like me, with experience in Risk Management. These are good options because they come with no preconceived notions of what or who are the problems or solutions, and they bring a wealth of experience from other businesses of various types and sizes to draw on. Accounting firms will do some of this, although I find most tend to be financial risk focused, for obvious reasons. And while this is obviously about financial risk the sole focus is not just on the P&L and Balance Sheet, as you will see.

Once a leader in place the other people that should be involved need to be chosen. These should be managers from each area of the business. I know all businesses are different but they all have key department heads or managers such as the CEO or President, a Chief financial Officer or Controller, and so on for the heads of Operations, Sales, Marketing, HR, R&D, IP, etc. again, all dependent on your particular business. This group must be able to remove themselves from the day to day workings of their position when involved with this analysis and work on the business for a change not in it.

So, as you work on finding a leader for this group, and who the others are that should participate, keep in mind, this is not an assignment to identify the biggest problem troubling the company right now and solving it. This is to review all aspects of the business to determine whether they are strengths, weaknesses, opportunities, or threats to the business.

Being this is Memorial Day weekend, the beginning of summer, and the economy continues it’s inconsistent way’s, what better time to take a step back and look at what your business is doing, and how it’s doing and give some thought to where it might be headed from here. Do you know what’s ahead? Are you prepared for it?

Give it some thought and we’ll delve further into it next time.

Robert Griffin
http://www.griffinadvisoryservices.com

September 27, 2010

Managing Risk – Who’s doing what?

There has been a lot of talk in the past two or three years about businesses managing risk, for obvious reasons. So what’s being done? Well the popular term is ERM or Enterprise Risk Management, which is the establishment of a system that if done properly and all inclusively would help manage, minimize or otherwise control the risks to your business.

Good, so we supposedly know what to do, are we doing it? Well if you look at a recent survey quoted on CFO.com done by the American Institute of Certified Public Accountants (AICPA) and the Chartered Institute of Management Accountants (CIMA), “45% of U.S. respondents — many of whom are CFOs — report having no ERM framework in place and no plans to implement one.”

“What’s more, of companies with ERM systems in place, only 1.5% characterize their company’s risk-oversight processes as “very mature” or “robust.” The bulk, 84%, rate their company’s risk-oversight processes as ranging from “very immature” to “moderately mature.”

Did we not learn our lesson? it appears to me we do know what is needed but ERM is a complex undertaking, whether your big or small, requiring lots of resources.  So in a tough economy with the emphasis on generating cash companies are opting to keep the cash as a hedge against future risks. This, rather than spending the money to “hopefully” reduce that future risk, by implementing some complex ERM. It appears to me the simplified ERM plan is to maximize cash generation and then keep it. Do not hire, do not invest in plant and equipment, just keep the cash. It seems that is supported by the huge amounts of cash companies are keeping on their balance sheets, continued high unemployment and stagnant economic growth. So maybe we have learned our lesson, we are reducing/managing risk, but at the price of a painfully slow recovery and almost zero job growth.

If you want to read the entire CFO.com article go to my web site at griffinadvisoryservices.com under Recent News and Information.

Robert Griffin

Griffin Advisory services

July 22, 2010

Econometrics Continued

So with the economy significantly changed away from the traditional hard manufacturing base to what I would refer to as soft sector based we have to find a new interpretation of what an “Improving” economy looks like versus what a “recessionary” economy looks like.

Lets take jobs. Soft sector jobs, i.e. IT (Hardware and software), and Services (legal, financial, insurance), are areas where output can be increased without a proportionate increase in people, i.e productivity gain. Then when people are added they are professional level people.

On the other end of the spectrum services such as fast food, and hotel and restaurant jobs may increase in relation to the economy but are these real living wage jobs? Is this disposable income or survival income?

So then what’s in the middle? Where are the jobs for those that didn’t or couldn’t go to college, and yet paid a living wage? Answer, those jobs left with the manufacturing work and are now off shore.
If we want to know how the economy is doing jobs is a very important factor and just counting the number of new jobs is useless, all jobs are not created equal. What kinds of jobs and at what pay level is even more critical.

Robert V Griffin

http://www.griffinadvisoryservices.com

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