Modelli di business e modelli manageriali della banca. Dal rischio di business model al rischio strategico. Verso una revisione del framework dei rischi bancari?

2020 ◽  
Vol 3 (2020) ◽  
pp. 15-28
Author(s):  
Maurizio Baravelli ◽  
Keyword(s):  
Risk Management ◽  
Business Model ◽  
Planning Process ◽  
Theoretical Framework ◽  
Position Paper ◽  
Management Model ◽  
Model Risk ◽  
Strategic Risk ◽  
Risk Framework

The paper takes up the theoretical aspects that I dealt with in the first part of the AIFIRM-APB position paper, Business Model and SREP: the role of the CRO and the CFO and which I commented on in the Webinar of last July 9th. Starting from a defining framework, I deepen the theme of business model risk and its relationship with strategic risk. And I raise the question of revising the banking risk framework. In particular, I highlight how the business model and strategic risk depend on the management model. At the same time, ample space is dedicated to illustrating how the management model risk influences the sustainability of the business model. I examine the operational implications of the theoretical framework of the business model and propose a review of the business planning process. The purpose of the article is to start a debate with the intervention of risk management specialists above all.

Aligning management model and business model in the management innovation perspective

2015 ◽  
Vol 28 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Alessandro Basile ◽  
Rosario Faraci
Keyword(s):  
Business Model ◽  
Conceptual Analysis ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Management Practices ◽  
Organizational Level ◽  
Management Model ◽  
Management Innovation ◽  
Content Type

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

The Preliminary Discussion about Key Problems of Cross-Organizational Business Process Collaboration

2013 ◽  
Vol 411-414 ◽  
pp. 2148-2151
Author(s):  
Hai Lan Pan ◽  
Cui Hong Wu ◽  
Shi Wei Lin
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Processes ◽  
Rapid Development ◽  
Global Scale ◽  
Management Model ◽  
Preliminary Discussion ◽  
Process Collaboration ◽  
Overall Efficiency

With the rapid development of E-commerce on a global scale and the cooperation between enterprises has become increasingly frequent, it has a great impact on the overall efficiency and flexibility between the organizations that strengthen combined depth and solution the problem of the mutual connection between cross-organizational business processes. This article firstly expounds the formation and its important role of cross-organizational business process, and then proposed the model for cross-organizational business process collaboration. The model proposed is modeled from two aspects, namely, management model and business model. In the end, four key problems of cross-organizational business process collaboration are further discussed.

Governance e strategia per la gestione dei rischi nelle imprese non finanziarie

2020 ◽  
Author(s):  
Cesare Ponti ◽  
◽  
Paola Schwizer ◽  
Floricel Rugiero ◽  
Riccardo Bua Odetti ◽  
...  
Keyword(s):  
Risk Management ◽  
Business Strategy ◽  
Position Paper ◽  
Risk Governance ◽  
Holistic View ◽  
Risk Quantification ◽  
Strategic Risk ◽  
Risk Appetite ◽  
Iso 31000 ◽  
Code Of Corporate Governance

The “Corporate Risk Governance & Control” Commission, composed of risk managers, working for the top leading companies and financial institutions, many of which are publicly listed, as well as academics and board members, worked together to produce a position paper that aspires to provide principles and best practices regarding strategic risk management and risk governance. In particular, the document provides a framework, applicable to non financial companies based on their specific profiles, that integrates the general requirements established by the standard setters (i.e. the Code of Corporate Governance for publicly listed companies, the COSO Framework 2017, ISO 31000:2018 and banking and financial sector regulations) while taking into consideration elements of differentiation, uniqueness and different organizational and managerial approaches to affront risk The document is composed of two main sections: "Risk Governance” and “Risk & Strategy". In the first section, roles and responsibilities regarding risk management are addressed, starting from the importance to diffuse a risk culture consistent with mission, vision and company values to outlining the benefits of adequate organizational principals and governance. Once clarifying the difference between the first, second and third level of defense, the section concludes with a detailed analysis dedicated to the role of the Chief Risk Officer, in which the requirements of professionalism and independence are underlined as well as the key role played in the consolidation of a holistic view of the risk profile within the organization. In the second section of the position paper, ample space is dedicated to the Risk Appetite Framework, a fundamental tool to connect the business strategy and punctual risk quantification. The objective is to offer guidelines to define the risk appetite within a company. The final section of the paper proposes some suggestions for risk classification considering a portfolio view, as well as ulterior reflections regarding risk quantification, highlighting also some of the principle approaches to targeted evaluations and the drafting of a strategic plan pondered around risk.

scholarly journals Role of Process Models in Safety Management

2010 ◽  
Vol 18 (28) ◽  
pp. 131-139
Author(s):  
Miroslav Rusko ◽  
Dana Procházková
Keyword(s):  
Risk Management ◽  
Crisis Management ◽  
Professional Practice ◽  
Process Model ◽  
Safety Management ◽  
Daily Practice ◽  
Process Models ◽  
Management Model ◽  
Management Support

Role of Process Models in Safety Management Management is a type of human activity that establishes and ensures the system functions. The process models and project models are currently used for management support. Main aim of the process model is to describe the possible development tendencies as a consequence of certain phenomenon and to define functions and role of functions. The process models enable to compile procedures and scenarios for the situations that have similar features. They are suitable for planning, response and renovation. In this paper, we present the risk management model used at present in professional practice, two simple models from daily practice and the evaluation of process models for crisis management.

scholarly journals Risk management in corporate governance

2020 ◽  
Vol 14 (1) ◽  
pp. 182-201
Author(s):  
Adrian-Cosmin Caraiman ◽  
Dorel Mates
Keyword(s):  
Risk Management ◽  
Corporate Governance ◽  
Daily Activities ◽  
Strategic Risk ◽  
Integrating Factor ◽  
Management Approaches ◽  
Everyday Reality ◽  
The Impact ◽  
Strategic Risk Management

AbstractIn this paper I want to present the place and role of risk management within an organization in corporate governance. Thus, the risk management of an organization consists of defining the risk, identifying and evaluating the impact and probability of materialization and, subsequently, establishing appropriate ways to manage the significant risks. According to some authors, the risk management of an organization is among the newcomers in the context of the concept of corporate governance, which brings a holistic perspective, as an integrating factor of the parts of a whole, which is the organization. At the same time, it can be emphasized that, according to the standards regarding strategic risk management, risk management should become an integrated part of the way any organization works; and in other ideas, being the basis of management approaches, it should not be separated from the daily activities of any organization. In corporate governance, in any entity, risk management is necessary because both in the company and in the environment in which it operates, there are uncertainties about the nature of the threats in achieving the objectives, or the nature of the opportunities. Any manager must pose the problem of managing the threats, because, otherwise, not reaching their objectives, they would be disqualified, or to take advantage of the opportunities for the benefit of the organization, proving their efficiency. If uncertainty is an everyday reality, then the reaction to uncertainty must become a permanent concern.

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