The headline risk categories cannot be viewed in isolation from one another. Figure
12.9 illustrates the idea that one needs to examine the degree of interconnected risk
exposure across the headline operational risk categories in order to understand the
full impact of any risk. For example, assume that a business unit is introducing a
new computer technology. The implementation of that new technology may generate
a set of interconnected risks across people, process and technology. For example,
have the people who are to work with the new technology been given sufficient
training and support? All this suggests that the overall risk may be higher than that
accounted for by each of the component risks considered individually.
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