Download Free Strategic Risk Intelligence And Digital Transformation Book in PDF and EPUB Free Download. You can read online Strategic Risk Intelligence And Digital Transformation and write the review.

In this book, the study of strategic risk is not only for its control and mitigation using analytics and digital transformation in organizations, but also it is about the strategic risks that digital transformation can bring to organizations. Strategic risk control is one of the goals in creating intelligent organizations and at the same time it is part of the appetite for creating smarter organizations to support organizations' development. Knowledge that is created by data analytics and the capacity to operationalize that knowledge through digital transformation can produce potential sustainable competitive advantages.The core of the volume is connecting data analytics and artificial intelligence, risk management and digitalization to create strategic intelligence as the capacity of adaptation that organizations need to compete and to succeed. Strategic intelligence is a symbiotic work of artificial intelligence, business intelligence and competitive intelligence. Strategic risk is represented by the probability of having variations in the performance results of the organizations that can limit their capacity to maintain sustainable competitive advantages. There is an emphasis in the book about the conversion of models that support data analytics into actions to mitigate strategic risk based on digital transformation.This book reviews the steps that organizations have taken in using technology that connects the data analytics modeling process and digital operations, such as the shift from the use of statistical learning and machine learning for data analytics to the improvement and use of new technologies. The digitalization process is a potential opportunity for organizations however the results are not necessarily good for everyone. Hence, organizations implement strategic risk control in cloud computing, blockchain, artificial intelligence and create digital networks that are connected internally and externally to deal with internal and external customers, with suppliers and buyers, and with competitors and substitutes. The new risks appear once new knowledge emerges and is in use, but at the same time the new knowledge supports the initiatives to deal with risks arising from novel ways of competing and collaborating.
"In this book, the study of strategic risk is not only for its control and mitigation using analytics and digital transformation in organizations, but also it is about the strategic risks that digital transformation can bring to organizations. Strategic risk control is one of the goals in creating intelligent organizations and at the same time it is part of the appetite for creating smarter organizations to support organizations' development. Knowledge that is created by data analytics and the capacity to operationalize that knowledge through digital transformation can produce potential sustainable competitive advantages. The core of the volume is connecting data analytics and artificial intelligence, risk management and digitalization to create strategic intelligence as the capacity of adaptation that organizations need to compete and to succeed. Strategic intelligence is a symbiotic work of artificial intelligence, business intelligence and competitive intelligence. Strategic risk is represented by the probability of having variations in the performance results of the organizations that can limit their capacity to maintain sustainable competitive advantages. There is an emphasis in the book about the conversion of models that support data analytics into actions to mitigate strategic risk based on digital transformation. This book reviews the steps that organizations have taken in using technology that connects the data analytics modeling process and digital operations, such as the shift from the use of statistical learning and machine learning for data analytics to the improvement and use of new technologies. The digitalization process is a potential opportunity for organizations however the results are not necessarily good for everyone. Hence, organizations implement strategic risk control in cloud computing, blockchain, artificial intelligence and create digital networks that are connected internally and externally to deal with internal and external customers, with suppliers and buyers, and with competitors and substitutes. The new risks appear once new knowledge emerges and is in use, but at the same time the new knowledge supports the initiatives to deal with risks arising from novel ways of competing and collaborating"--
This paper discusses the impact of the rapid adoption of artificial intelligence (AI) and machine learning (ML) in the financial sector. It highlights the benefits these technologies bring in terms of financial deepening and efficiency, while raising concerns about its potential in widening the digital divide between advanced and developing economies. The paper advances the discussion on the impact of this technology by distilling and categorizing the unique risks that it could pose to the integrity and stability of the financial system, policy challenges, and potential regulatory approaches. The evolving nature of this technology and its application in finance means that the full extent of its strengths and weaknesses is yet to be fully understood. Given the risk of unexpected pitfalls, countries will need to strengthen prudential oversight.
Contemporary Studies in Economic and Financial Analysis publishes a series of current and relevant themed volumes within the fields of economics and finance.
We have witnessed the growing worldwide trends in moving from digitization to digitalization to digital transformation. In order to survive in today's environment, organizations must embrace digital transformation. In fact, digital transformation transcends all elements of society, whether agriculture, home, business, transportation, and the like. This book focuses on digital transformation and its impact upon society.
In today's highly competitive business environments, with the rise of digital businesses and digital economy, digital strategies and organizational changes go hand in hand. Organizations that possess a robust digital strategy benefit greatly from the advancements of emerging digital technologies, and hence, making necessary organizational changes in order to maximise the benefits have become vital for their survival. According to MIT Sloan's Center for Information Systems Research (CISR), '[i]n this period of digital disruption, businesses focused narrowly on value chains are at a disadvantage'. Next-generation enterprises need to think more broadly about their business ecosystems, leverage digitization to understand their customers better, and establish options for future success. Therefore, competitive businesses have started using a variety of digital tools including artificial intelligence, alongside other digital applications, making the required changes to their organizational models and cultures to better serve their customers efficiently and effectively.This book contains a collection of chapters describing these digital strategies and how they go hand in hand with organizational changes. We solicited contributions from well-known academics from universities, business leaders, and experts within businesses and government organizations for this book. The majority of the chapters examines the necessary relationships between these two critical issues. Specifically, this book discusses how to infuse new knowledge into ongoing discourse and debates within academia and business organizations regarding digital strategies and organizational changes, and how to accomplish seamless integration of digital tools and applications into organizational platforms in order to accomplish the required organizational changes smoothly.In summary, this book discusses the integration and implementation of digital technology and the required organizational changes to take advantage of the phenomenon of digitization. In order to create competitive advantage, leadership organizations must address the challenges of formulating and implementing robust digital strategies and simultaneously, start making the required organizational changes, as this book concludes.
Digital transformation and risk taking are again at the forefront for practitioners and academics as the digital economy increasingly plays a significant role in global economic recovery. Building on the dynamic capability theory, we conduct an empirical analysis and investigate the relationship between digital transformation and strategic risk taking using data from China's A-share listed companies. The results show that digital transformation increases strategic risk taking, with dynamic capability serving as a partial mediator. Additionally, the positive effect of digital transformation on strategic risk taking is weaker in SOEs (State-owned enterprises) than non-SOEs. These findings add to our understanding of both digital transformation and strategic risk taking, and they also offer novel insights on how digital transformation affects corporate strategic management.
Too many executives think risk management is strictly for technical specialists. In Risk Intelligence: Learning to Manage What We Don’t Know, David Apgar challenges this misconception. The author explains how to raise the quality of your risk analysis—-thus enhancing your “risk IQ”—-by applying four simple rules: 1) Recognize which risks are learnable—and reduce their uncertainty by discovering more about them. 2) Identify risks you can learn about the fastest. The higher your learning speed, the more a project is worth pursuing. 3) Take on risky projects one at a time—learning about the risks underlying each before moving to the next. 4) Build networks of business partners, suppliers, and customers who can collectively manage new ventures’ risks by playing distinct roles. The book provides two tools for improving your risk IQ—the Risk Intelligence Audit and the Risk Scorecard—and concludes with a 10-step action plan for systematically raising your managerial and organizational risk IQ. Your reward? Smarter business decisions over time.
Macro-level dynamics and modelling are well represented in the mainstream political risk literature. However, not many writings on the subject get their hands dirty in terms of revealing the hard, nuanced and practical work behind knowing what the issues might be for a specific foreign operation in a sensitive or volatile context, and how to plan for them. Political Risk Intelligence for Business Operations in Complex Environments provides international managers, and by extension their organisations, with a foundational understanding of political risk analysis and planning for on-the-ground operations in challenging times and places. This means having a fluid grasp of what political risk means and why it matters in the organisation’s context, and how relevant intelligence can be gathered and analysed to inform decisions and planning towards an operation’s socio-political resilience. The book explains: How and why political risk manifests and the forms it can take Company attitudes and operational attributes as a political risk variable Understanding the operational implications of socio-political dynamics and trends Stakeholder identification and analysis for informed engagement planning Scenario analysis to prepare for long-term contingencies and discontinuities Holistic, intelligence-driven political risk management planning Tactical intelligence exercises to maintain awareness and inform adaptation Intelligence management, collection and quality control Ethical considerations in political risk management Rather than being bound by conventional notions of risk, the book emphasises the dynamic relationship between a foreign operation and its host environment and milieu as a source of both challenges and opportunities to manage them. Concepts, frameworks and practices are rounded out with real-world examples and relevant lessons from the author’s experience as a political risk consultant.
In the midst of a technological renaissance, we find ourselves grappling with a momentous transformation—a shift that is not merely a wave of innovation but a tidal force reshaping the very contours of our organizational landscapes. As artificial intelligence (AI) emerges from the realm of speculative fiction into the daily operations of companies worldwide, it becomes imperative for us to examine not just the potential of these technologies, but also the profound implications they hold for our societies and our way of working. This book, "Corporate AI Strategy: Navigating the Digital Transformation", endeavors to confront the complexities of AI implementation head-on, showcasing not only successes but also the myriad challenges that organizations face on this uncharted journey. By dissecting real-world case studies, ranging from industry titans to nimble startups, we learn valuable lessons about adaptation, resilience, and the necessity of aligning AI initiatives with strategic business objectives. The power of AI extends beyond its technological prowess; it is a tool that, if wielded wisely, can propel organizations toward unprecedented efficiencies and innovations. However, as we stand at this crossroads, it is essential to address the darker undercurrents that accompany AI’s ascendancy. The missteps of predecessors serve as cautionary tales—reminders that the path to integration is fraught with ethical dilemmas and unforeseen consequences. Companies that fail to anticipate these challenges risk stumbling into traps of bias, surveillance, and diminishing returns on their technological investments. Therefore, while the allure of AI is undeniable, the wisdom lies in a balanced perspective—one that acknowledges both its potential and perils. In compiling the insights and frameworks within this book, we aim to equip leaders and practitioners with the knowledge required to navigate the complexities of AI deployment. We explore the critical importance of collaboration across all levels of an organization, emphasizing the need for a culture that champions continuous learning and adaptability. Furthermore, we discuss the imperative of ethical considerations in AI—ensuring that our drive for innovation does not come at the expense of integrity or public trust. As you embark on this journey through "Corporate AI Strategy: Navigating the Digital Transformation", we invite you to reflect not only on how AI can enhance your business operations but also on how it can be integrated responsibly within the broader societal context. The choices made today will reverberate through our organizations and communities for years to come. In harnessing the profound capabilities of artificial intelligence, let us strive to be both visionary in our aspirations and cautious in our execution, ensuring that technology serves the greater good and empowers us to build a more equitable future. In this age of disruption and opportunity, may we embrace the challenge of reimagining our corporate strategies, illuminating the path toward a smarter, more humane application of artificial intelligence. The future is not just a destination—it is a reflection of the choices we make in the present. Let us navigate it wisely.