Chapter 18: Reputation and value destruction by underestimating social risks
07/03/23 • 7 min
Recently there has been several cases of reputation and value destruction. This is because leadership underestimated social risks and their adverse effects upon stakeholders.
Music by AlexiAction through Pixabay
Music by
AlexiAction through Pixabay
Recently there has been several cases of reputation and value destruction. This is because leadership underestimated social risks and their adverse effects upon stakeholders.
Music by AlexiAction through Pixabay
Music by
AlexiAction through Pixabay
Previous Episode
Chapter 17 Closing the Data Gap: Preventing the Emergence of Unforeseen Social Risks
The gap between policy intent and practice for social factors is poorly measured as most of the data needed to find risks does not exist. The missing risk data is the causality to many socioeconomic problems within organisations. The momentum to embrace reporting non-financial data is being led by ESG (Environment, Social, and Governance) and regulatory change. The time has come for a new way of thinking to address the missing data, especially to measure the S in ESG.
Music by AlexiAction through Pixabay
Music by
AlexiAction through Pixabay
Next Episode
Chapter 19 It is time to revolutionise Social Key Risk Indicators
In the workplace, Social Key Risk Indicators across every sector are substandard or missing. Abuse, discrimination, bullying, and harassment persist. Harming people is unacceptable. Productivity is impaired. Reputation and value destruction can occur at any time. But whilst leadership is disconnected and in denial, the door remains firmly closed for fresh, innovative thinking.
Music by AlexiAction through Pixabay
Music by
AlexiAction through Pixabay
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