We help senior managers and boards understand the nature of extreme exposure from the unknown, how it can translate into meltdowns that represent existential exposure for their entities, and what can be done to ensure that their organizations will not become its victims and can sustain their going concerns. This requires addressing issues, such as:

  • ​​What kinds of top-down governance guidelines are needed to address vulnerabilities arising from the unknown and ensure sustainability of entities as going concerns?
  • What framework and limits can facilitate proactive management of the gap between aggressive growth targets and prudent going-concern sustainability goals in relation to exposure from the unknown?
  • What critical sustainability management issues should be of concern at the senior-most and board levels? And how to address them?
  • What are the best practices that support an effective sustainability management process to deal with vulnerabilities arising from the unknown?​
Please contact us by clicking hereto learn more about our approach and how we can help you address these critical issues effectively. You can also reach us via email at Info@StrategicExposureGroup.com

Ever since the beginning of time, our world – both locally and globally – has been growing increasingly complex because of the continuing development of human activities. As this complexity has grown, we have become more vulnerable to adversities that can arise from factors and events beyond one’s control.

Humans adapt naturally to addressing potential adversities by focusing on prevention and mitigation (either or both referred to here as “prevention” or “prevent”). Therefore, employing progressively more sophisticated tools and techniques, organizations have responded to this growing vulnerability with increasingly methodical approaches to prevent harm from potential adversities. The discipline of these approaches generally is referred to as risk management.

However, despite huge investment in risk management over the last 30 years, organizations can find themselves exposed to meltdowns from catastrophic adversities.

Organizations remain vulnerable to such meltdowns because they rely primarily on prevention, and prevention is always based upon only what we know. After all, we can’t prevent something if we don’t know what we are trying to prevent. As a result, we make preventive decisions in the context of what we know and can envision.

Experience shows, however, that catastrophes – man-made or natural, financial or non-financial, the ones that make headline news or go unreported – leading to meltdowns almost always result from events that cannot be envisioned until they happen, as they arise from the un-anticipatable unknown (referred to here simply as the “unknown”). Therefore, despite all the investment and advances in risk management, meltdowns that emerge from the unknown can’t be prevented.

Strategic Exposure Group

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