Management of Strategic Risks at the Process Level in Organization

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F49777513%3A23510%2F14%3A43923476" target="_blank" >RIV/49777513:23510/14:43923476 - isvavai.cz</a>

Výsledek na webu

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DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Management of Strategic Risks at the Process Level in Organization

Popis výsledku v původním jazyce

The article deals with demonstration, how to do an effective transfer of strategy into processes of a firm, with respect to potential risk impact. Behind standard access of strategic management, tools of risk management were used. Work with scenarios became a part of business plan design on the tactical management level. The leading master budget was elaborated with required volatility into partial budgets for operational management at the process level. Trigger points and Early Warning Signals were set. The specific risks cased failures in processes´ development must be harmonized with risks effecting development of scenarios. The convenient methodology for this purpose is FMEA methodology (Failure Mode and Effects Analysis). The purposeful tool for failures´ quantification for setting priorities with regard to theirs genesis, is RiskPriority Number (RPN). As our research demonstrated the application of these techniques bring desired growth of performance and financial stability accompanied by further potential of technical development and competitiveness maintenance.

Název v anglickém jazyce

Management of Strategic Risks at the Process Level in Organization

Popis výsledku anglicky

The article deals with demonstration, how to do an effective transfer of strategy into processes of a firm, with respect to potential risk impact. Behind standard access of strategic management, tools of risk management were used. Work with scenarios became a part of business plan design on the tactical management level. The leading master budget was elaborated with required volatility into partial budgets for operational management at the process level. Trigger points and Early Warning Signals were set. The specific risks cased failures in processes´ development must be harmonized with risks effecting development of scenarios. The convenient methodology for this purpose is FMEA methodology (Failure Mode and Effects Analysis). The purposeful tool for failures´ quantification for setting priorities with regard to theirs genesis, is RiskPriority Number (RPN). As our research demonstrated the application of these techniques bring desired growth of performance and financial stability accompanied by further potential of technical development and competitiveness maintenance.

Druh

D - Stať ve sborníku

CEP obor

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OECD FORD obor

50204 - Business and management

Projekt

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Návaznosti

S - Specificky vyzkum na vysokych skolach

Rok uplatnění

2014

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název statě ve sborníku

Proceedings of The 24th International Business Information Management Association Conference

ISBN

978-0-9860419-3-8

ISSN

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e-ISSN

neuvedeno

Počet stran výsledku

7

Strana od-do

1364-1370

Název nakladatele

International Business Information Management Association (IBIMA)

Místo vydání

Milan

Místo konání akce

Milan, Italy

Datum konání akce

6. 11. 2014

Typ akce podle státní příslušnosti

WRD - Celosvětová akce

Kód UT WoS článku

000360509300141