Risk Mitigation Quotes

If the company is going to thrive financially, then the board must ensure the company has adequate risk mitigation strategies in place.

The art of a successful business lies in identifying and mitigating the risk. Not overlooking and avoiding the risk.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Not having a contingency plan or never performing risk analysis and mitigation activities is like not having an insurance plan for yourself.

Wisdom mitigates the risk of being honest.

Every business should own, at minimum, a general liability insurance policy. The business needs to protect itself and mitigate against risk.

Climate intelligence enables action-oriented, climate-aligned decisions to mitigate risks, build resilient adaptation, and identify emerging opportunities.

Existential risks all have the ability to defy sustainability. There is no sustainability without mitigating existential risks.

Life Insurance is a mitigation to the risk of your life Financial Freedom is a mitigation to the risk of living your life !! Choice has always been yours.

We must face the fact that society is founded on intolerance. [. . .] We may prate of toleration as we will; but society must always draw a line somewhere between allowable conduct and insanity or crime, in spite of the risk of mistaking sages for lunatics and saviours for blasphemers. We must persecute, even to the death; and all we can do to mitigate the danger of persecution is, first, to be very careful what we persecute, and second, to bear in mind that unless there is a large liberty to shock conventional people, and a well informed sense of the value of originality, individuality, and eccentricity, the result will be apparent stagnation covering a repression of evolutionary forces which will eventually explode with extravagant and probably destructive violence.

A deep understanding of the business and industry landscape allows board members to identify emerging risks and ensure appropriate mitigation strategies are in place.

CSIPP™ emphasizes continuous risk evaluation and the development of targeted mitigation strategies. This proactive approach helps organizations identify and address potential reputational risks before they escalate into crises.

Corporate governance involves its fair share of uncertainty, but effective risk management mitigates potential threats.

Under opacity and in the newfound complexity of the world, people can hide risks and hurt others, with the law incapable of catching them. Iatrogenics has both delayed and invisible consequences. It is hard to see causal links, to fully understand what’s going on. Under such epistemic limitations, skin in the game is the only true mitigator of fragility.

When you pay attention to a threat, you worry—and the decision weights reflect how much you worry. Because of the possibility effect, the worry is not proportional to the probability of the threat. Reducing or mitigating the risk is not adequate; to eliminate the worry the probability must be brought down to zero.

Children can only learn to take responsibility when given a chance to assess and mitigate risk for themselves.

Good testing involves balancing the need to mitigate risk against the risk of trying to gather too much information.

Interest rate risk management tools, like derivatives, may be utilized to mitigate the impact of fluctuating interest rates on commercial loans.

Risk is amplified if the business doesn’t have clear title to its assets.

Choosing not to care might mitigate the risk of pain, but in doing so it destroyed the capacity for joy, for finding meaning.

In avoiding any situations reminiscent of the past trauma, or any initiative that might involve future planning and risk, traumatized people deprive themselves of those new opportunities for successful coping that might mitigate the effect of the traumatic experience. Thus, constrictive symptoms, though they may represent an attempt to defend against overwhelming emotional states, exact a high price for whatever protection they afford. They narrow and deplete the quality of life and ultimately perpetuate the effects of the traumatic event.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

Mezzanine financing combines debt and equity, providing lenders with additional security. If your lender is interested in doing this, just know that’s it’s a way for them to mitigate risk. On the flip side, it may sometimes be smart to come out the gate with this as your offering.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Companies should consider merger and acquisition (M&A) opportunities carefully because these strategic moves can have a significant impact on their operations and financial health. Thorough evaluation helps mitigate risks, ensure alignment with business objectives, and maximize the potential benefits, ultimately leading to successful integration and growth.

What’s stopping you from moving forward? The need to be certain. Certainty is prison. Break free and you’ll be free.

Stop performing. Start becoming. Stop trying harder. Start surrendering to the big call of God on your life. Let go of the desire to mitigate risk. Go all out.

Companies should assess and mitigate financial risks because doing so safeguards their financial stability, protects investments, and ensures they are better prepared to weather economic uncertainties. By identifying and managing potential risks, businesses can reduce the likelihood of adverse financial events and maintain a strong, sustainable financial position.

The bottom line is that the government has artificially mitigated lenders’ risk, and it has done so on the perverse, altruistic premise that “society” has a moral duty to increase home ownership among low-income Americans.

Embracing fear isn't about being fearless. That leads to recklessness and complacency. It's about learning how to mitigate risk. I've faced death many times, and I suspect I will do so again. The potential for disaster always exists. We master it not by ignoring our fears, but by refusing to let them dictate the course of our lives, Instead of running, we must meet our fears head-on. We cannot allow fear to control our lives. We must control fear.

As we were talking about our families, we got to talking about parenting teenagers and he [Andre Agassi] said something that really stuck with me: "We raise our children for about fourteen years, and then we just mitigate risk." We only have a dozen or so years to instill in our children the core values we hope will guide them through the rest of their lives. After that, our influence wanes and their independence blossoms. We never really ever stop parenting, but our years of intense influence eventually fade . . .

The more nationalism and isolationism pervade the global polity, the greater the chance that global governance loses its relevance and becomes ineffective. Sadly, we are now at this critical juncture. Put bluntly, we live in a world in which nobody is really in charge. COVID-19 has reminded us that the biggest problems we face are global in nature. Whether it’s pandemics, climate change, terrorism or international trade, all are global issues that we can only address, and whose risks can only be mitigated, in a collective fashion.

X gave most of its customers checking accounts, and so those customers who were able to get their mail would sometimes immediately take advantage by writing a series of bad checks. “I was thinking, ‘What the hell did I step into,’ ” said an early hire who was tasked with handling fraud. “There was no sort of risk mitigation in place.” When employees told Musk that the bank that X had partnered with to handle the checking accounts was complaining about bounced checks, Musk seemed confused by the concept. “I don’t understand,” Musk said. “If you don’t have money in your account, why would you write a check?

That bidding process pushes prices higher, giving rise to inflationary pressures. To mitigate that risk, the tax needs to offset enough current spending to free up the real resources the government is trying to hire. The problem is that because this particular tax is levied on a tiny cadre of uber-rich people, it won’t open up much (if any) fiscal space.

Techniques for making decision: - Fill in the gaps (Discuss with domain experts) - Have a Go-To Team (Team that understands you and are aligned with your core values) - Pull in the stake holders - Visualize what your world would look like with that decision - Take emotions out of the decision (Take time if needed) - Think in advance about the worst case scenario - Mitigate the risk of worst case scenario

We judge ourselves by our internal motives and everyone else by their external actions. And thus, in considering our own misdeeds, we have more access to mitigating situational information. This is straight out of Us Them. When Thems do something wrong, it's because they're simply rotten. When Us-es do it, it's because of an extenuating circumstance and Me is the most focal Us there is, coming with the most insight into internal state. Thus on this cognitive level, there is no inconsistency or hypocrisy and we might readily perceive a wrong to be mitigated by internal motives in the case of anyone's misdeeds. It's just easier to know those motives when we are the perpetrator. The adverse consequences of this are wide and deep. Moreover, the pull towards judging yourself less harshly than others easily resists the rationality of deterrence. As Ariely writes in his book, 'Overall, cheating is not limited by risk; it is limited by our ability to rationalize the cheating to ourselves.

One of the many aspects of Bureau life that preserves reliance on the FBI code is the Bureau’s reluctance to assign agents back to their hometowns. It is still a rare event for anyone to be transferred back home right out of the academy. I tried for twenty-five years to get back to Connecticut, but it never happened. This isn’t about keeping an agent off-balance. It’s about mitigating the risk that an agent might be more influenced by external factors than by the Bureau’s internal code. So of course, the Bureau took this Connecticut Yankee and sent me to Atlanta, Georgia, right after training.

When you consider a new project, take out your notebook and answer the following questions: What is the goal of this project? Why am I doing it? What do I hope to get out of it? What is the worst thing that might happen if I fail? What steps can I take to reduce risk and mitigate failure? Is it worth it? Every big creative project calls for a risk assessment because most of us risk too little to truly stand out. It’s only once you sit down and write out all the worst-case scenarios that you realize that the shadowy fears circling around your head aren’t really all that concrete or overwhelming. They’re just manageable obstacles.

Richard Thaler tells of a discussion about decision making he had with the top managers of the 25 divisions of a large company. He asked them to consider a risky option in which, with equal probabilities, they could lose a large amount of the capital they controlled or earn double that amount. None of the executives was willing to take such a dangerous gamble. Thaler then turned to the CEO of the company, who was also present, and asked for his opinion. Without hesitation, the CEO answered, “I would like all of them to accept their risks.” In the context of that conversation, it was natural for the CEO to adopt a broad frame that encompassed all 25 bets. Like Sam facing 100 coin tosses, he could count on statistical aggregation to mitigate the overall risk.

Anthropologists like Kohrt, Hoffman, and Abramowitz have identified three factors that seem to crucially affect a combatant's transition back into civilian life. The United States seems to rank low on all three. First, cohesive and egalitarian tribal societies do a very good job at mitigating effects of trauma, but by their very nature, many modern societies are exactly the opposite: hierarchical and alienating. America's great wealth, although a blessing in many ways, has allowed for the growth of an individualistic society that suffers high rates of depression and anxiety. Both are correlated with chronic PTSD. Secondly, ex-combatants shouldn't be seen -or be encouraged to see themselves - as victims... Lifelong disability payments for a disorder like PTSD, which is both treatable and usually not chronic, risks turning veterans into a victim class that is entirely dependent on the government for their livelihood... Perhaps most important, veterans need to feel that they're just as necessary and productive back in society as they were on the battlefield... Recent studies of something called 'social resilience' have identified resource sharing and egalitarian wealth distribution as major components of a society's ability to recover from hardship. And societies that rank high on social resilience...provide soldiers with a significantly stronger buffer against PTSD than low-resilience societies. In fact, social resilience is an even better predictor of trauma recovery than the level of resilience of the person himself.

One critic complained to me that "Well, if you are right, we will have to rewrite the textbooks!" As if that were a bad thing ... [But], curiously, some of our most virulent critics are associated with NASA and the government. A NASA employee tells me that this attitude of opposition to impact threats is entrenched in NASA and is only now slowly beginning to change. When it became obvious to NASA decades ago that asteroids and comets are a serious threat, their employees were instructed by top government officials to downplay the risk. The government was concerned that the populace would "panic" over space rocks and demand action, when NASA couldn't do anything about them and didn't want to admit it. Plus, trying to mitigate any impact hazards would have used up funding they wanted to put elsewhere.

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

Even seemingly simple scenarios of genetic screening force us to enter arenas of unnerving moral hazard. Take Friedman’s example of using a blood test to screen soldiers for genes that predispose to PTSD. At first glance, such a strategy would seem to mitigate the trauma of war: soldiers incapable of “fear extinction” might be screened and treated with intensive psychiatric therapies or medical therapies to return them to normalcy. But what if, extending the logic, we screen soldiers for PTSD risk before deployment? Would that really be desirable? Do we truly want to select soldiers incapable of registering trauma, or genetically “augmented” with the capacity to extinguish the psychic anguish of violence? Such a form of screening would seem to me to be precisely undesirable: a mind incapable of “fear extinction” is exactly the dangerous sort of mind to be avoided in war.

I discovered that the predominant effects produced by the drugs discussed in this book are positive. It didn’t matter whether the drug in question was cannabis, cocaine, heroin, methamphetamine, or psilocybin. Overwhelmingly, consumers expressed feeling more altruistic, empathetic, euphoric, focused, grateful, and tranquil. They also experienced enhanced social interactions, a greater sense of purpose and meaning, and increased sexual intimacy and performance. This constellation of findings challenged my original beliefs about drugs and their effects. I had been indoctrinated to be biased toward the negative effects of drug use. But over the past two-plus decades, I had gained a deeper, more nuanced understanding. Sure, negative effects were also possible outcomes. But they represented a minority of effects; they were predictable and readily mitigated. For example, the type of drug use described in this book should be limited to healthy, responsible adults. These individuals fulfill their responsibilities as citizens, parents, partners, and professionals. They eat healthy, exercise regularly, and get sufficient amounts of sleep. They take steps to alleviate chronic excessive stress levels. These practices ensure physical fitness and considerably reduce the likelihood of experiencing adverse effects. Equally important, I learned that people undergoing acute crises and those afflicted with psychiatric illnesses should probably avoid drug use because they may be at greater risk of experiencing unwanted effects. The vast amount of predictably favorable drug effects intrigued me, so much so that I expanded my own drug use to take advantage of the wide array of beneficial outcomes specific drugs can offer. To put this in personal terms, my position as department chairman (from 2016 to 2019) was far more detrimental to my health than my drug use ever was. Frequently, the demands of the job led to irregular exercise and poor eating and sleeping habits, which contributed to pathological stress levels. This wasn’t good for my mental or physical health. My drug use, however, has never been as disruptive or as problematic. It has, in fact, been largely protective against the negative health consequences of negotiating pathology-producing environments.

China’s rise is especially instructive for India. It was driving diplomatically in the late 1970s efforts to forge a united front against the USSR. This is in contrast to its reluctance to intervene, even indirectly, in the 1971 Bangladesh conflict despite being exhorted to do so by the Nixon Administration. What changed during this period was a determination to break up the cooperative strand in the ties between the US and USSR that was constricting China’s strategic space. So it utilized both the Vietnam and Afghanistan conflicts to that end. And thus created a favourable political climate for the flow of Western investments. So much so, that even when the Tiananmen incident happened, there were enough advocates abroad to mitigate the damage. Having more than achieved its strategic objectives when the USSR broke up, China altered course and made up with a Russia coming under pressure. For an Indian assessing this period, it is telling that a competitor willing to take greater risks and pursue strategic clarity not only got a decade’s head start in economic growth but also a more favourable geopolitical balance. So much again for consistency.

Grades can also be profoundly unfair, especially for students who are unable to keep up, because the level of the exams usually increases from week to week. Let’s take the analogy of video games. When you discover a new game, you initially have no idea how to progress effectively. Above all, you don’t want to be constantly reminded of how bad you are! That’s why video game designers start with extremely easy levels, where you are almost sure to win. Very gradually, the difficulty increases and, with it, the risk of failure and frustration—but programmers know how to mitigate this by mixing the easy with the difficult, and by leaving you free to retry the same level as many times as you need. You see your score steadily increase . . . and finally, the joyous day comes when you successfully pass the final level, where you were stuck for so long. Now compare this with the report cards of “bad” students: they start the year off with a bad grade, and instead of motivating them by letting them take the same test again until they pass, the teacher gives them a new exercise every week, almost always beyond their abilities. Week after week, their “score” hovers around zero. In the video game market, such a design would be a complete disaster. All too often, schools use grades as punishments.

What’s an IPO, exactly? A company decides it wants to “float” part of its equity on the public markets, allowing employees and founders to sell private shares to pay them off for years of service, as well as sell shares out of the corporate treasury to have some money in the bank. Large investment banks (such as my former employer Goldman Sachs) form what’s called a “syndicate” (“mafia” might be a better term) wherein they offer to effectively buy those shares from Facebook, and then sell them into the capital markets, usually by pushing it via their sales force onto wealthy clients or institutional investors. That syndicate either guarantees a price (“firm commitment”) or promises to get the best price it can (“best effort”). In the former case, the bank is taking real execution risk, and stands to lose money if it doesn’t engineer a “pop” in the stock on opening day. To mitigate the risk, the bank convinces the offering company to expect a lower price, while simultaneously jacking up what real price the market will bear with a zealous sales pitch to the market’s deepest pockets. Thus, it is absolutely jejune to think that a stock’s rise on opening day is due to clamoring and unexpected interest. Similar to Captain Renault in Casablanca, Wall Street bankers are shocked—shocked!—that there should be such a large and positive price dislocation in the market they just rigged.

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

The war against ISIS in Iraq was a long, hard slog, and for a time the administration was as guilty of hyping progress as the most imaginative briefers at the old “Five O’Clock Follies” in Saigon had been. In May 2015, an ISIS assault on Ramadi and a sandstorm that grounded U.S. planes sent Iraqi forces and U.S. Special Forces embedded with them fleeing the city. Thanks to growing hostility between the Iraqi government and Iranian-supported militias in the battle, the city wouldn’t be taken until the end of the year. Before it was over we had sent well over five thousand military personnel back to Iraq, including Special Forces operators embedded as advisors with Iraqi and Kurdish units. A Navy SEAL, a native Arizonan whom I had known when he was a boy, was killed in northern Iraq. His name was Charles Keating IV, the grandson of my old benefactor, with whom I had been implicated all those years ago in the scandal his name had branded. He was by all accounts a brave and fine man, and I mourned his loss. Special Forces operators were on the front lines when the liberation of Mosul began in October 2016. At immense cost, Mosul was mostly cleared of ISIS fighters by the end of July 2017, though sporadic fighting continued for months. The city was in ruins, and the traumatized civilian population was desolate. By December ISIS had been defeated everywhere in Iraq. I believe that had U.S. forces retained a modest but effective presence in Iraq after 2011 many of these tragic events might have been avoided or mitigated. Would ISIS nihilists unleashed in the fury and slaughter of the Syrian civil war have extended their dystopian caliphate to Iraq had ten thousand or more Americans been in country? Probably, but with American advisors and airpower already on the scene and embedded with Iraqi security forces, I think their advance would have been blunted before they had seized so much territory and subjected millions to the nightmare of ISIS rule. Would Maliki have concentrated so much power and alienated Sunnis so badly that the insurgency would catch fire again? Would Iran’s influence have been as detrimental as it was? Would Iraqis have collaborated to prevent a full-scale civil war from erupting? No one can answer for certain. But I believe that our presence there would have had positive effects. All we can say for certain is that Iraq still has a difficult road to walk, but another opportunity to progress toward that hopeful vision of a democratic, independent nation that’s learned to accommodate its sectarian differences, which generations of Iraqis have suffered without and hundreds of thousands of Americans risked everything for.

Cardiovascular Morbidity and Obstructive Sleep Apnea Robert C. Basner, M.D. | 1405 words Volume 370:2339-2341 Number 24 June 12, 2014 Obstructive sleep apnea, a relatively common disorder in adults, is characterized by sleep-related periodic breathing, upper-airway obstruction and asphyxia, sleep disruption, and acute autonomic, arterial, and hemodynamic perturbations. Epidemiologic data show a strong association between untreated obstructive sleep apnea and incident cardiovascular morbidity and mortality. 1, 2 It is implicit that obstructive sleep apnea causes or propagates adverse cardiovascular outcomes and that its treatment may have a mitigating effect, and there are numerous instances in which explicit data have documented the efficacy of the treatment of obstructive sleep apnea in preventing or attenuating such outcomes. However, obstructive sleep apnea is typically identified along with cardiovascular, metabolic, and inflammatory disorders, and this “complicit” association confounds interpretation of the implicit and explicit associations between the treatment of obstructive sleep apnea and cardiovascular risk and outcomes.

All three of these rules are ways to increase rapid iteration—which is one of the best risk-mitigation strategies ever developed.

Correlation is enough,” 2 then-Wired editor in chief Chris Anderson famously declared in 2008. We can, he implied, solve innovation problems by the sheer brute force of the data deluge. Ever since Michael Lewis chronicled the Oakland A’s unlikely success in Moneyball (who knew on-base percentage was a better indicator of offensive success than batting averages?), organizations have been trying to find the Moneyball equivalent of customer data that will lead to innovation success. Yet few have. Innovation processes in many companies are structured and disciplined, and the talent applying them is highly skilled. There are careful stage-gates, rapid iterations, and checks and balances built into most organizations’ innovation processes. Risks are carefully calculated and mitigated. Principles like six-sigma have pervaded innovation process design so we now have precise measurements and strict requirements for new products to meet at each stage of their development. From the outside, it looks like companies have mastered an awfully precise, scientific process. But for most of them, innovation is still painfully hit or miss. And worst of all, all this activity gives the illusion of progress, without actually causing it. Companies are spending exponentially more to achieve only modest incremental innovations while completely missing the mark on the breakthrough innovations critical to long-term, sustainable growth. As Yogi Berra famously observed: “We’re lost, but we’re making good time!” What’s gone so wrong? Here is the fundamental problem: the masses and masses of data that companies accumulate are not organized in a way that enables them to reliably predict which ideas will succeed. Instead the data is along the lines of “this customer looks like that one,” “this product has similar performance attributes as that one,” and “these people behaved the same way in the past,” or “68 percent of customers say they prefer version A over version B.” None of that data, however, actually tells you why customers make the choices that they do.

If you want to mitigate risk effectively, you simply must acknowledge that stocks don’t manage themselves. You’re the manager, and it’s up to you to protect your hard-earned capital.

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

paying attention without a contingency plan leave us with the status quo.

By recognizing our dependencies, we can track potential challenges and identify unforeseeable opportunities.

As a skilled choice architect, you are conscious of utilizing the WRAP and NUDGES frameworks in preparing your presentation and framing of the issues. Having completed a study of the value agenda, you recognize that you need to overlay the risk and mitigation costs into a single picture.

no one wants to take the interpersonal risk of imposing ideas when the boss appears to think he or she knows everything. A learning mindset, which blends humility and curiosity, mitigates this risk. A learning mindset recognizes that there is always more to learn.

Even though some of his public statements over that time period would have suggested he didn’t see the looming calamity, or the need for strong action, his private demeanor that day left me with the clear impression that he recognized the grave risks, he was more solemn than previous meetings, and when it came to the question of mitigation, he was mostly sold on the ideas before I had arrived.

We need a revolution in mental health awareness to help us grasp the wonder and complexity of human behavior, health and functioning, and the nuances and intersections of brilliance and madness. This starts with dismantling myopic myths that prevent us from seeing the simultaneous wonder and complexity of our fullest selves. It involves providing access to the tools that mitigate being overtaken by the ravages of burnout and mental decompensation: the very risks of living in the modern world. Our sense-making approaches need to be comprehensive- grounded both scientifically and medically, steeped in love, and in ways that account for the multidimensionality of emotional and spiritual essence. Those that go beyond what the mind can first conceive of. This new mental health imperative relies upon universal precautions and a vehement resistance to linear checklists and binary labels that frame our gorgeous spirits solely as either complex and fraught or indomitable and wondrous. It also relies not on good will and best practices but the moral courage of policy makers to treat human beings like human beings. Dogs are often treated better than people. This is our new imperative: to radically change the way we care for ourselves and one another. We cannot extricate ourselves from the fact that the lines we walk are incredibly thin and blurry, and our only hope is to rewrite and navigate them together in solidarity, with every measure of creative reason and conscious community that can be mustered...

The gain frame around synergies lacks a sense of urgency and may lead the potential purchaser to think that they can do this deal sometime in the future. Instead, you want to use loss framing by highlighting the risks in the potential acquirer's business that will be mitigated by owning your company. Building your BATNA by generating other interested purchasers will also help you to create a strong loss frame because you can highlight the competitors' interest in acquiring your company and the risk to the potential acquirer if their competitor owns your business.

Strategic Optimism is not about ignoring the limitations, risks, or harms that do exist; in fact, it’s about acknowledging the full reality of the current situation and the full range of possible outcomes, mitigating the worst outcomes, and working diligently toward achieving the best.

I've observed that what's different about successful entrepreneurs is not their drive, as most are no more or no less driven than many leaders in the corporate world are. It's not their personalities, as they are all as different as you are from me. It's not their willingness to take risk, because what the good ones do is find ways to offload the ever‐present risk onto others or mitigate it. They manage risk. They don't take risk, at least not willingly. So, what's the difference? It's their mindsets that cause entrepreneurs to think and act fundamentally differently from many of their peers in large, well‐established businesses. Moreover, these mindsets fly in the face of much of what we teach—and have taught for decades—in business schools. They fly in the face of what we have come to accept as near‐universal truths about how business works. They fly in the face of what most people think one should do to lead and manage a successful business. In short, they break the conventional rules.

feedback on quality, and bug fixing. These accelerate beneficial changes entering production, limit issues deployed, and enable rapid identification and remediation of issues introduced through deployment activities or discovered in your environments. Adopt approaches that provide fast feedback on quality and enable rapid recovery from changes that do not have desired outcomes. Using these practices mitigates the impact of issues introduced through the deployment of changes. Plan for unsuccessful changes so that you are able to respond faster if necessary and test and validate the changes you make. Be aware of planned activities in your environments so that you can manage the risk of changes impacting planned activities. Emphasize frequent, small, reversible changes to limit the scope of change. This results in easier troubleshooting and faster remediation with the option to roll back a change. It also means you are able to get the benefit of valuable changes more frequently. Evaluate the operational readiness of your workload, processes, procedures, and personnel

explore various methods by which we can mitigate or eliminate those risks, and improve and increase our healthspan—and how to apply them to each unique patient.

The example brings the distinction between Structure and Content into stark relief. Structure concerns the way you identify and mitigate ethical risks. Content concerns what you take those ethical risks to be. An effective AI ethical risk program includes both.

Members of The Center for AI Safety say that mitigating the risk of extinction from AI should be a global priority, because inventing machines that are more powerful than us is playing with fire. While AI has many beneficial applications, it can be used to perpetuate bias, power autonomous weapons, promote misinformation, and conduct cyberattacks. Even as AI systems are used with human involvement, AI agents are increasingly able to act autonomously to cause harm.

The brand's reputation can be significantly impacted by the online narrative. A positive reputation can enhance trust and credibility, whereas negative sentiments can damage a brand’s image and deter potential customers. ORM helps mitigate the risk of a tarnished reputation by addressing negative feedback promptly and promoting positive stories.

Again, having diverse teams and consulting stakeholders is important and it ought to be done. But as a recent paper out of Columbia University found, they are not necessarily the most effective bias-identification and mitigation strategies.8 It’s more important, in the context of talking about bias mitigation in AI, that there exists expertise with regard to the ethical and legal risks that arise when training and testing your model.

There is a clarity about how children see the world that the complexities of adult life often muddy. And there is a fervor children feel when they believe adults have misled them or disguised or hidden the truth (p.89)....Fear and doubt might be mitigated or assuaged, but something even more profound was at risk. And that was trust. If so many things were not as they seemed, who had misled me? Who and what could I believe. (p. 105)

market research consultant in india: AMT Market Research Having accurate and insightful market research is essential for making informed decisions in today's dynamic business environment. AMT Market Research, a prominent Indian market research consultant, specializes in providing custom solutions to assist businesses in navigating the Indian market's complexities. AMT Market Research aids businesses in a variety of industries in locating growth opportunities, mitigating risks, and remaining competitive by having a thorough comprehension of local consumer behavior, economic trends, and industry shifts. Services and Expertise AMT Market Research offers a wide range of services tailored to each client's specific requirements. These are some: Market Analysis By conducting a thorough market analysis, AMT assists businesses in comprehending market share, size, and trends. AMT ensures that businesses have the data they need to make strategic decisions by evaluating key industry drivers, competitive landscapes, and potential growth areas. Customer Insights Any business that wants to succeed in India's vast and varied market must have a solid understanding of consumer behavior. Businesses can use AMT's consumer insights services to create targeted products and marketing strategies by delving deeply into buying patterns, preferences, and motivations. By analyzing competitors' strategies, strengths, weaknesses, and market positioning, competitor analysis from AMT aids businesses in benchmarking. By taking advantage of their distinct value propositions and comprehending the dynamics of the competition, this service enables businesses to maintain their lead. AMT's feasibility studies provide a comprehensive analysis of potential outcomes prior to launching a new product, entering a new market, or expanding operations, assisting clients in assessing risks and profitability. Data Collection and Analysis AMT uses surveys, interviews, and focus groups to collect both qualitative and quantitative data. Advanced analytics are used by the company to transform unstructured data into useful insights, giving businesses a clear path forward. What Attracts You to AMT Market Research? AMT Market Research stands out because it is able to provide individualized solutions that address the particular difficulties that the Indian market faces. AMT provides insights that are accurate, timely, and applicable thanks to a team of seasoned professionals. Clients will be able to anticipate and prepare for changes thanks to their data-driven approach. AMT is a dependable partner for businesses looking to expand in India or strengthen their market position because of its extensive network across various industries and unparalleled access to market information. market research consultant in india can help you stay ahead of the competition, whether you're a local business or a multinational corporation. In conclusion, businesses aiming for success in India need AMT Market Research as a crucial partner. AMT helps its customers make well-informed decisions that drive growth and profitability by providing individualized research solutions, consumer insights, and strategic analysis. AMT Market Research is the preferred consulting firm for businesses attempting to navigate the Indian market's complexities.

When it comes to our health, then, there is considerable evidence that it is fitness, not fatness, that matters most, and that fitness mitigates many if not all of the health risks associated with living in a larger body. And yet many continue to mistake fatness for the biggest problem.

The SWOT component of strategic planning is the first point where strategy and risk management intersect. The product of the ERM process (the identified risks and mitigation plans) can inform the strategic planners—and vice versa. 

The strategy paradox arises from the need to make strategic commitments in the face of strategic uncertainty. Strategic uncertainty—which is different from operational or financial uncertainty—increases as one attempts to plan over longer time horizons. The traditional hierarchy provides a foundation for managing strategic uncertainty, because hierarchies function best when the levels within them are defined by the time horizons the managers at each level are responsible for. As a result, each level in a hierarchy copes with different degrees of strategic uncertainty. Lower levels have very little strategic latitude, focusing instead on delivering against past commitments, while higher levels manage strategic uncertainty more actively by mitigating strategic risk and positioning the firm to exploit future strategic opportunities. Midlevel managers in charge of operating divisions must translate the possibilities created by senior management into commitments that functional management must fulfill.

Geithner’s proposed terms for the loan—which drew heavily on the work of bankers he had asked to explore options for private financing for AIG—included a floating interest rate starting at about 11.5 percent. AIG would also be required to give the government an ownership share of almost 80 percent of the company. Tough terms were appropriate. Given our relative unfamiliarity with the company, the difficulty of valuing AIG FP’s complex derivatives positions, and the extreme conditions we were seeing in financial markets, lending such a large amount inevitably entailed significant risk. Evidently, it was risk that no private-sector firm had been willing to undertake. Taxpayers deserved adequate compensation for bearing that risk. In particular, the requirement that AIG cede a substantial part of its ownership was intended to ensure that taxpayers shared in the gains if the company recovered. Equally important, tough terms helped address the unfairness inherent in aiding AIG and not other firms, while also serving to mitigate the moral hazard arising from the bailout. If executives at similarly situated firms believed they would get easy terms in a government bailout, they would have little incentive to raise capital, reduce risk, or accept market offers for their assets or their company. The Fed and Treasury had pushed for tough terms for the shareholders of Bear Stearns and Fannie and Freddie for precisely these reasons. The political backlash would be intense no matter what we did, but we needed to show that we got taxpayers the best possible deal and had minimized the windfall that the bailout gave to AIG and its shareholders.

Risk is the likelihood that a threat will exploit a vulnerability. Risk mitigation reduces the chances that a threat will exploit a vulnerability, or reduces the impact of the risk, by implementing security controls.

Research on brain development illustrates that babies are born with the biological expectation to be a part of a mutually beneficial relationship and that positive relationships are the single most important factor in healthy development.  According to Woodcock-Ross, Hooper, Stenhouse, & Sheaff (2009), “the interactional quality of early relationship experiences has a biological impact on the rapidly developing brain, alongside effects upon psychological health and social functioning” (p. 1009).  In fact, early relationships create the foundation upon which all other learning can occur.  “Each achievement – language and learning, social development, the emergence of self-regulation – occurs in the context of close relationships with others” (National Academy of Science, 2000).   Due to the importance of early relationships for optimal brain development, relational risk factors for infants in the form of unmet emotional needs or negative caregiving experiences places them at an increased risk for mental health problems (Fish & Chapman, 2004).  This risk is mitigated within the context of caring, nurturing relationships with adult caregivers.

The Dilemma of Dead Man’s Curve is this: when the existing infrastructure no longer supports the demands placed upon it—causing injuries, loss of life, disruptions of operations, etc.—the operators of that infrastructure always will try to mitigate the related risks by installing patches at the lowest possible cost.

His suggestion is that we should adopt best practices so we don’t turn on our radar systems when they are pointed toward nearby stars, or intersecting the plane of the Milky Way galaxy, where there are, unavoidably, many stars in the background. It ought to be mentioned here that planetary radar is one of our main tools for learning about the properties of asteroids that may someday threaten life on Earth, and how we might mitigate against them. So any serious curtailment of this technology to avoid one suspected existential risk might cause increased vulnerability to a known one. Gertz’s radical anti-METI

In some circumstances manual testing becomes more efficient than automated testing; it takes much more time to generate automated test scripts compared to running test cases manually. Especially in time-sensitive, fast-track projects, this results in a weird situation of coding around bugs instead of finding and fixing them. Project managers and QA managers should consider this issue as a project risk. They should mitigate this risk by determining the right level of test automation. Shelfware

In most enterprises, around 30%–50% of the total time to market is spent on activity which provides almost zero value in terms of mitigating the risks of our investments. This

At the heart of the English character lay a fund of kindliness. Though in the mass rough and often cruel, and passionately addicted to barbarous sports like bull-baiting and cock-fighting, they led the world in humanitarian endeavour. It was an Englishman who in the 'seventies and 'eighties, at extreme risk and personal inconvenience, travelled 50,000 miles visiting the putrid, typhus-ridden jails of Europe; and it was Englishmen who at the close of the century first instituted organised opposition to cruelty to children and animals. But nothing so well illustrates the slow but persistent national impulse to mitigate inhumanity as the popular condemnation of the slave trade. This movement ran directly counter to the immediate material interests of the country; it none the less steadily gained strength from its inception by a handful of Quakers in the 'sixties until at the end of the century it was espoused by the Prime Minister himself and the overwhelming majority of thinking Englishmen.

Ensuring that an idea is right before scaling it out mitigates the risk inherent in broad feature deployment.

You must provide more benefits and fewer costs and risks than the other choices your manager has. Most people seeking a promotion pay more attention to promising benefits than they do to alleviating costs and mitigating risks, but all three are critical in any decision to promote from within.

As individuals, and as a society, we can choose to take responsibility for ourselves. In doing so we have to accept that sometimes when things go wrong, it is just an accident. In order to change how we lay blame, we’re going to have to change our over-protective habits; children can only learn to take responsibility when given a chance to assess and mitigate risk for themselves.

play in the picks and shovels market is to invest in a distribution business, which act to facilitate business to business transactions. By becoming a distributor, businesses are able to mitigate the risks associated with production, inventory and marketing while profiting instead

Just because something is ubiquitous does not mean that it is innocuous.

Management’s job is not to mitigate risks or prevent failures, but to create an environment resilient enough to take on those risks and tolerate the inevitable missteps.

what about Bill Gates, famous for dropping out of Harvard to start Microsoft? When Gates sold a new software program as a sophomore, he waited an entire year before leaving school. Even then he didn’t drop out, but balanced his risk portfolio by applying for a leave of absence that was formally approved by the university—and by having his parents bankroll him. “Far from being one of the world’s great risk takers,” entrepreneur Rick Smith notes, “Bill Gates might more accurately be thought of as one of the world’s great risk mitigators.

Microsoft Dynamics 365 Supply Chain Management Solutions Optimize your supply chain with Dynamics 365 Supply Chain Management. Our Microsoft expertise ensures efficient supply chain management. Introduction to Dynamics 365 Supply Chain Management In today's fast-paced business environment, managing a supply chain efficiently is crucial for success. Microsoft Dynamics 365 Supply Chain Management offers a comprehensive solution designed to streamline and enhance your supply chain operations. With our expertise in Microsoft technologies, we can help you achieve operational excellence and meet your business goals. Key Features of Dynamics 365 Supply Chain Management End-to-End Visibility: Gain complete visibility into your supply chain processes, from procurement to delivery. Real-Time Insights: Utilize advanced analytics and AI to make data-driven decisions. Seamless Integration: Integrate seamlessly with other Microsoft Dynamics 365 applications and third-party systems. Scalability: Easily scale your operations as your business grows. Enhanced Collaboration: Improve collaboration across departments with a unified platform. Benefits of Using Dynamics 365 Supply Chain Management Increased Efficiency: Automate and optimize your supply chain processes to reduce manual efforts and errors. Cost Savings: Identify cost-saving opportunities through better inventory management and demand forecasting. Improved Customer Satisfaction: Ensure timely delivery and high-quality products to enhance customer satisfaction. Risk Management: Mitigate risks by monitoring and managing potential disruptions in real-time. Why Choose Us? With our extensive experience in Microsoft Dynamics 365, we are committed to providing top-notch supply chain management solutions tailored to your business needs. Our team of experts will work with you to implement and optimize Dynamics 365 Supply Chain Management, ensuring you get the most out of your investment. Get Started Today Transform your supply chain with Dynamics 365 Supply Chain Management. Contact us today to learn more about how we can help you achieve a more efficient and effective supply chain.

there are a wide variety of ways to solve these problems. Some common tactics include: Gathering data to decide what to do. Leveraging the support and expertise of people around you. Discussing and setting team priorities. Understanding the emotions of those around you. Thinking about what the “right” thing to do is (based on ethics, what’s best for the customer, etc). Breaking down the situation, focusing on what you know, and understanding more about what you know. Mitigating risk. Being honest and straightforward. Solving the problem creatively or thinking outside the box. Compromising. Balancing short-term and long-term tradeoffs. Managing the expectations of coworkers and customers.

The presumed strength of patent protection in the United States has been gradually eroding in the face of multiple challenges, including from foreign competitors whose home jurisdictions may not recognize U.S. patent validity. For a startup, protecting and defending against patent infringement can involve expensive litigation that can drag on for years, a kiss of death for a lean startup and a system that now operates in favor of large companies that can afford teams of expensive lawyers. Is there a better way to mitigate the risk of having your idea stolen? Increasingly the answer lies in developing your idea very carefully, testing markets as quietly as possible, and working through your startup’s production and distribution mechanisms in anticipation of an all-in start, one that makes clear your intent to own the market that your innovation is targeting.

Changing focus early to exploit a better idea often is the best way to mitigate the risk of failing. This is yet another reason not to have investors involved with your company until you have found a scale opportunity to exploit. If you have no choice but to bring on investors, minimizing their control can be very difficult.

All startups face generic risks. Knowing this suggests a better way to improve your startup’s odds of success: Don’t focus on the specific risks, but anticipate the generic risks and attempt to mitigate or minimize their impact ahead of time.

The business model environment represents the risk that we must mitigate and the opportunities that we can take advantage of and is nicely organized into four areas helping the people involved in the business development analyze, discuss and understand the external world using the same terminology and structure.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Market research plays a pivotal role in shaping business strategies and facilitating growth in dynamic markets like Myanmar. As businesses navigate through the complexities of the Myanmar market landscape, the expertise and insights provided by market research agencies become invaluable. One such prominent player in the field is AMT Market Research Agency, known for its comprehensive approach and tailored solutions. This article delves into the significance of market research for businesses in Myanmar, explores the services offered by AMT, showcases success stories, analyzes emerging trends in the industry, and presents client testimonials, providing a holistic view of the market research agency in Myanmar # 1. Introduction to Market Research in Myanmar ## Understanding the Market Landscape Market research in Myanmar is like exploring a hidden gem - full of potential but requiring a keen eye to uncover the treasures within. As one of the fastest-growing economies in Southeast Asia, Myanmar presents a unique blend of traditional values and modern aspirations that make it a fascinating market to study. ## Challenges and Opportunities in Myanmar Navigating the market in Myanmar can be akin to a thrilling adventure, with challenges and opportunities around every corner. From infrastructural limitations to cultural nuances, businesses face hurdles that require insightful market research to overcome. However, with the right approach, the untapped potential of Myanmar's market can lead to significant growth and success. # 2. Overview of AMT Market Research Agency ## Background and History of AMT AMT Market Research Agency is not your average player in the market research scene. With a rich history rooted in a passion for uncovering insights and a commitment to excellence, AMT has established itself as a trusted partner for businesses looking to navigate Myanmar's complex market landscape. ## Key Differentiators of AMT What sets AMT apart from the rest of the pack? It's not just their cutting-edge methodologies or their team of expert researchers, but their genuine enthusiasm for understanding the intricacies of the Myanmar market. AMT doesn't just deliver data - they offer valuable insights that drive strategic decision-making. # 3. Importance of Market Research for Businesses in Myanmar ## Driving Informed Decision-Making In a market as dynamic as Myanmar, making informed decisions is crucial for business success. Market research provides the necessary data and insights that empower businesses to make strategic choices with confidence. With AMT by your side, you can trust that your decisions are backed by solid research and analysis. ## Mitigating Risks in a Dynamic Market The only constant in the Myanmar market is change. With shifting consumer behaviors, regulatory landscapes, and competitive pressures, businesses face a myriad of risks. Market research acts as a compass, guiding businesses through the uncertainties and helping them navigate the market with clarity and foresight. # 4. Services Offered by AMT Market Research Agency ## Quantitative Research Solutions Numbers don't lie, and neither does quantitative research. AMT offers a range of quantitative research solutions that provide businesses with statistically sound data to make informed decisions. From surveys to data analysis, AMT ensures that your business is equipped with the numbers it needs to succeed. ## Qualitative Research Approaches Sometimes, it's not just about the numbers - it's about understanding the why behind the what. Qualitative research approaches offered by AMT delve deep into consumer insights, behaviors, and motivations, providing businesses with a rich understanding of the market landscape.

SET THE STAGE: Gather relevant team members and clearly explain the purpose of the pre-mortem analysis – to identify potential risks and weaknesses, not to criticise the project or individuals. 2. FAST-FORWARD TO FAILURE: Ask your team to imagine that the project has failed and encourage them to visualise the scenario in vivid detail. 3. BRAINSTORM REASONS FOR FAILURE: Instruct each team member to independently generate a list of reasons that could have led to the project’s failure, considering both internal and external factors. It’s important that this is done independently and on paper to avoid groupthink. 4. SHARE AND DISCUSS: Have each team member share their reasons for failure, fostering an open and non-judgemental discussion to uncover potential risks and challenges. 5. DEVELOP CONTINGENCY PLANS: Based on the identified risks and challenges, work together to create contingency plans and strategies to either mitigate or avoid these potential pitfalls altogether.

Evaluating long-term relationship objectives with key suppliers is crucial. A thorough market analysis, coupled with strategic mediation to resolve discrepancies, should effectively address pricing issues. This underscores the necessity of robust contractual agreements and the prudence of maintaining backup suppliers to mitigate risks if conflicts escalate into disputes. Additionally, implementing contingency plans ensures that pricing discrepancies are managed effectively, enabling the cultivation of positive supplier relationships while securing fair and competitive pricing.

Every piece of technology upon which your project depends has some (hopefully small) risk of containing critical bugs and security vulnerabilities that might come to light only after you’ve started relying on it. If you are incapable of deploying a patch for Heartbleed or mitigating speculative execution problems like Meltdown and Spectre because you’ve assumed (or promised) that nothing will ever change, that is a significant gamble.