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Amwelladmin (talk | contribs) (Created page with "{{A|devil|}} of a firms risk management capability infrastructure is is dedicated to plausible deniability?") Tags: Mobile edit Mobile web edit |
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{{A|devil|}} of a | {{A|devil|}}How much of a firm’s risk management capability and infrastructure is dedicated, as a first priority, to plausible deniability? this might sound like a fatuous and rather cynical question, but the scorecard of corporate catastrophe against individual responsibility over the last 30 years tells a different story. Whatever should go wrong, however disastrous, it never seems to be anybody's fault. | ||
Not, at least, in the management layer. Stooges and patsies abound in the ranks of subject matter experts who are, as {{author|Sidney Dekker}} comprehensively catalogues, routinely found at fault eviscerated for corporate shortcomings. Defenestration of executives certainly happens, but you sent it takes place on a farm more visceral, less analytical, basis. Ultimately the buck does stop with senior executives; to an extent they are hostages to the middle management layer who who devote much of their waking hours to to defusing any risk of own accountability. | |||
And is this any surprise in a a deterministic culture so relentlessly focused on corporate liability for unwanted outcomes, rather than practical day today steps one can take to avoid them? | |||
Indeed an entire subculture of professional service providers has emerged to to buttress the instinct to cover ass. Auditors, credit rating agencies, providers of legal opinions en-dash some kind of of the individuals inside the organisation whose job, you would think, it is to manage those risks. | |||
“no one got fired for hiring IBM” – or Linklaters or Deloitte, or Moody’s – has more than a grain of truth to it. |