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Preface. <p><b>Part One: Where We Are Now.</b></p> <p><b>Chapter 1 Surviving a Series of Unfortunate Events.</b></p> <p>Crime of the Century.</p> <p>Another View of the Barings Collapse.</p> <p>A Story Closer to Home.</p> <p>The Firefighter and the Fire Marshal.</p> <p>How Do We Get There?</p> <p><b>Chapter 2 What Is Operational Risk?</b></p> <p>An Unfortunate Historical Event.</p> <p>Operational Risk = Unexpected Risk.</p> <p>Definition.</p> <p>Brief History.</p> <p>Risk Techniques.</p> <p>Individual Responsibility.</p> <p>Corporate Evolution.</p> <p>Types of Operational Risk.</p> <p>Principles of Operational Risk Management.</p> <p>New Framework for Operational Risk Management.</p> <p>Conclusion.</p> <p><b>Chapter 3 What Is Business Process Management?</b></p> <p>A Study in Green, Gold, and Platinum.</p> <p>Definition.</p> <p>Enhanced Business Process Management Cycle.</p> <p>Conclusion.</p> <p><b>Part Two: Where We Want To Be.</b></p> <p><b>Chapter 4 Integrating Process and Risk Frameworks: Prologue.</b></p> <p>Overview of the Integrated Model.</p> <p>Conclusion.</p> <p><b>Chapter 5 Aligning Risk Appetite with Business Goals.</b></p> <p>Famous for the Wrong Reason.</p> <p>Famous for the Right Reason.</p> <p>Activities of Setting Business Objectives.</p> <p>Activities of Setting Risk Objectives.</p> <p>Activities of Designing or Redesigning Business Processes.</p> <p>Conclusion.</p> <p><b>Chapter 6 Determining Potential Risk of Business Processes.</b></p> <p>Can Accidents Be Prevented?</p> <p>Business Process Simulation.</p> <p>Activities of Determining Potential Risk.</p> <p>Tools for Identifying Potential Risk.</p> <p>Conclusion.</p> <p><b>Chapter 7 Monitoring Process and Risk.</b></p> <p>Keep Your Company Safe.</p> <p>Activities of Ongoing Business Process Monitoring.</p> <p>Activities of Ongoing Operational Risk Monitoring.</p> <p>Numbers Are Not Always Necessary.</p> <p>Conclusion.</p> <p><b>Chapter 8 Active Risk and Process Management.</b></p> <p>Comply with the Law.</p> <p>Activities of Managing Operational Risks.</p> <p>Managing Risk while Managing Processes: An Integrated Framework.</p> <p>Conclusion.</p> <p><b>Chapter 9 Integrating Process and Risk Frameworks: Epilogue.</b></p> <p>Integrated Model in Detail.</p> <p>Conclusion.</p> <p><b>Part Three: How We Get There.</b></p> <p><b>Chapter 10 Role of Technology.</b></p> <p>Test Your Safety Net.</p> <p>Technology as Part of the Problem.</p> <p>Managing IT Risks.</p> <p>Managing IT Processes.</p> <p>IT Tools for Managing Business Risks and Processes.</p> <p>Conclusion.</p> <p><b>Chapter 11 Role of Outsourcing and Offshoring.</b></p> <p>Toys May Be Dangerous.</p> <p>Origins of Outsourcing and Offshoring.</p> <p>Risks of Outsourcing and Offshoring.</p> <p>Managing Outsourcing and Offshoring.</p> <p>Conclusion.</p> <p><b>Chapter 12 Role of Organizations.</b></p> <p>Communication Is Necessary.</p> <p>Organization as a Source of Risk.</p> <p>People Failure.</p> <p>Strategic Approach.</p> <p>Organization Design Principles.</p> <p>Organizing to Manage Risk.</p> <p>Responsibilities of a Risk Unit.</p> <p>Confrontation versus Concurrence.</p> <p>Conclusion.</p> <p><b>Chapter 13 Role of Corporate Governance.</b></p> <p>Corporate History.</p> <p>When Governance Eventually Works.</p> <p>Chain of Command.</p> <p>Principles.</p> <p>Controls.</p> <p>Conclusion.</p> <p><b>Part Four: Next Steps.</b></p> <p><b>Chapter 14 Changing Corporate Culture.</b></p> <p>People Who Work in Glass Houses . . . .</p> <p>Spreading the Word.</p> <p>Getting There Can Be Tough.</p> <p>Conclusion.</p> <p><b>Chapter 15 Preventing Another Series of Unfortunate Events.</b></p> <p>Another Crime of the Century?</p> <p>Are People Listening?</p> <p>Get It Done on Your Own or With Help.</p> <p>Conclusion.</p> <p>Index.</p>

<b>Dennis I. Dickstein</b> has over thirty years of experience in risk management and business process. He installed a control framework to manage operational risk for the U.S. arm of a global financial services firm, where he also developed and currently manages a new framework for privacy and data protection. Before then, he held several operating and planning positions in business and government. <p><b>Robert H. Flast</b> is a Management Consulting Partner with CSC. He has over thirty years of information technology and general management experience in major corporations and specializes in the area of business and IT strategy and services alignment. He is the author or coauthor of seven books on technology.</p>

<b>Praise for <i>No Excuses: A Business Process Approach to Managing Operational Risk</i></b> <p>"Just read the newspaper. Managing risk is more critical today than ever before. There is one risk you should take–buy this book!"<br /> —<b>Marshall Goldsmith</b>, <i>New York Times</i> and <i>Wall Street Journal</i> #1 bestselling author of <i>What Got You Here Won't Get You There</i></p> <p>"This is a must-read for every manager who wants to reduce risk. This how-to book is filled with sound and practical advice and prepares you for today's rapidly changing financial world."<br /> —<b>Diane Frimmel</b>, Chief Operations Officer, UBS Financial Services</p> <p>"Practical and compelling, Dickstein and Flast finally bring together important concepts that through their framework become actionable for every organization. This is a book grounded with examples that business leaders can use. Truly No Excuses!"<br /> —<b>Emily A. Ashworth</b>, VP and CIO, American Water</p> <p><b>Ready for Real-World Operational Risk Management?</b></p> <p><i>No Excuses: A Business Process Approach to Managing Operational Risk</i> recognizes operational risk management as a tool to help leaders at all levels in all organizations to proactively manage risks.</p> <p>Authoritative and proactive, this guidebook answers questions including:</p> <ul> <li> <p>What can my organization do about the risk of loss resulting from inadequate processes, people, or systems?</p> </li> <li> <p>To what extent should my organization link employee compensation or job performance with operational risk management?</p> </li> <li> <p>How is operational risk taken into consideration when new products or technology solutions are designed or acquired, deployed, and executed?</p> </li> <li> <p>Does my organization have an inventory of its key business processes with documented controls and designated senior managers responsible?</p> </li> </ul> <p>Practical and no-nonsense in approach, this guide is written with a unique focus on integrating business process management with operational risk management to equip your organization to realize that there are no excuses when it comes to managing operational risk and business processes.</p>

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