It seems Reputational Repair and Crisis Management are all the rage, as disastrous losses like the Carnival Cruise shipwreck, the BP Oil Spill and others result in viral demands for "heads to roll". While an entity's response to a major loss is critical, the entity's actions before the event are at least equally important. In this whitepaper, we answer questions including:
- What happens when an "accepted risk" develops into a large loss?
- How can an RM methodology provide a surefire defense in court and the media?
- How does a CEO justify accepting a known risk that should have been mitigated, but wasn't?
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