Risk Management Quotes
The best sayings about Risk Management that you can share on Instagram, Pinterest, Facebook and other social networks!
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Every noble acquisition is attended with its risks; he who fears to encounter the one must not expect to obtain the other.
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Possibly the biggest issue, however, is that performance appraisals focus managers attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.
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We demand rigidly defined areas of doubt and uncertainty!
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It is far better to do the right thing wrong than to do the wrong thing right.
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It is interesting that the investment industry has invented new ways to lose money when the old ways seemed to work just fine.
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Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
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There are those who are so scrupulously afraid of doing wrong that they seldom venture to do anything.
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The essence of investment management is the management of risks, not the management of returns.
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The most basic problem is that performance appraisals often don't accurately assess performance.
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What went wrong is we had tremendous concentration in the sense we put a lot of our money to work against U.S. real estate. We got here by lending money, and putting money to work in the U.S. real estate market, in a size that was probably larger than what we ought to have done on a diversification basis.
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You want a valve that doesn't leak and you try everything possible to develop one. But the real world provides you with a leaky valve. You have to determine how much leakiness you can tolerate.
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The difference between management and administration (which is what bureaucrats used to do exclusively) is the difference between choice and rigidity.
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I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special
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It's better to solve the right problem approximately than to solve the wrong problem exactly.
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You got to risk it if you want the biscuit.
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Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.
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Among the illusions which have invested our civilization is an absolute belief that the solutions to our problems must be a more determined application of rationally organized expertise... The reality is that our problems are largely the product of that application.
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Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.
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We gauge risk literally hundreds of times per day, usually well and often subconsciously. We start assessing risk before the disaster even happens. We are doing is right now. We decide where to live and what kind of insurance to buy, just like we process all kinds of everyday risks: we wear bike helmets, or not. We buckle our seatbelts, smoke cigarettes, and let our kids stay out until midnight. Or not.
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Most corporate mission statements are worthless. They consist largely of pious platitudes such as: "We will hold ourselves to the highest standards of professionalism and ethical behavior." They often formulate necessities as objectives; for example, "to achieve sufficient profit." This is like a person saying his mission is to breathe sufficiently.
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Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
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Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system allow.
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Given the central role of effective, firmwide risk management in maintaining strong financial institutions, it is clear that supervisors must redouble their efforts to help organizations improve their risk-management practices...We are also considering the need for additional or revised supervisory guidance regarding various aspects of risk management, including further emphasis on the need for an enterprise-wide perspective when assessing risk.
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My first move as the manager of the machine shop was to introduce standardized work.
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I'd decided to take the risk, and either I'd succeed or else.
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A good rule of thumb is to assume that everything matters.
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Risk it, go for it. Life always gives you another chance, another go at it. It's very important to take enormous risks.
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I have a right to be blind sometimes.
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The technical explanation is that the market-sensitive risk models used by thousands of market participants work on the assumption that each user is the only person using them.
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Given our inevitably incomplete knowledge about key structural aspects of our ever-changing economy and the sometimes asymmetric costs or benefits of particular outcomes, a central bank... need to consider not only the most likely future path for the economy but also the distribution of possible outcomes about that path. They then need to reach a judgment about the probabilities, costs, and benefits of the various possible outcomes under alternative choices for policy.
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Top Authors
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John Garfield Actor -
John Mallory Asher Actor -
John Kindness Artist -
John Kendrick Bangs Author -
John Porcellino Autobiographer
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John Paxson Basketball Player -
John George Nicolay Biographer -
John Donvan Correspondent -
John Logie Baird Engineer -
John Mendoza Film director
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John McTiernan Filmmaker -
John Renbourn Guitarist -
John Morley, 1st Viscount Morley of Blackburn Lord President of the Council -
John D. Arnold Manager -
John Fletcher Moulton, Baron Moulton Mathematician
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John Deacon Musician -
John Dos Passos Novelist -
John Dewey Philosopher -
John Crawford Crosby Politician -
John Powell Priest -
John Loeffler Songwriter -
John Murray Writer
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John Jakes Writer -
John Newton Writer -
John Searles Writer
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