【正文】 風(fēng)險(xiǎn)管理的前車之鑒 今年的世界經(jīng)濟(jì)論壇列舉了許多令人難忘的個(gè)人經(jīng)驗(yàn)教訓(xùn)，其重點(diǎn)是如何在危機(jī)重重的背景下管理風(fēng)險(xiǎn)：意志力是必需的，對風(fēng)險(xiǎn)要進(jìn)行精密計(jì)算，還要專注于眼前的目標(biāo)，無論此時(shí)此刻的壓力有多么巨大，這對于經(jīng)濟(jì)的復(fù)蘇、預(yù)防故障的發(fā)生、操控飛機(jī)緊急迫降、或 是攀登高峰無一例外。隨著歐洲數(shù)十億美元的風(fēng)險(xiǎn)的出現(xiàn)以及可能發(fā)生的短期虧損，他的董事會(huì)再次建議緊縮開支。 ”但是，對于將要大聲發(fā)言的雙方而言，規(guī)模較小的董事會(huì)論壇的效果更佳。 Struggles)首席執(zhí)行官 Kevin Kelly、 Algebris 投資公司的執(zhí) 行合伙人 Davide Serra、以及諾華公司 (Novartis)董事長 Daniel Vasella。后者的做法可以幫助解決稀缺資源的合理分配問題，這些資源對于災(zāi)后重建是至關(guān)重要的。報(bào)告指出，全球化的效益尚未得到平均分享，而且在和沒有響應(yīng)或效率低下的機(jī)制相結(jié)合時(shí)，很可能會(huì)產(chǎn)生 “民族主義和民粹主義 ”。 ” 在提高對風(fēng)險(xiǎn)管理癥狀的意識方面，日本首相菅直人引用了英國功利主義哲學(xué)家杰里米 ”英國首相戴維 “歐元是歐洲的命脈， ”他說道，“我們絕不能讓歐元遭到破壞。 海地地震災(zāi)害以及英國石油公司的墨西哥灣漏油事故給世人敲響了警鐘，這些事件表示，許多巨大的災(zāi)難不限于金 融危機(jī)，而且在管理全球極端風(fēng)險(xiǎn)方面，仍有許多工作要做，尤其是在這個(gè)世界比以往任何時(shí)候都更加容易受到自然災(zāi)害和人為災(zāi)難破壞的時(shí)候。但是 ，他隨即指出，在過去兩年內(nèi)，各種自然災(zāi)害和人為災(zāi)難改變了許多人的生活，因此仍有許多工作要做以免悲劇重演，與會(huì)者對此均已達(dá)成共識。re in Europe for the long term, we serve a lot of European panies, and staying invested despite the crisis was the right thing to do. Rewiring the Mind For individuals, there are few better opportunities for rethinking risk management than those offered by studying one39。 Rice。s World Economic Forum in Davos, Switzerland, where, he says, the mood seemed to be one of muted optimism. But, as he points out, there was also a recognition of how much still needs to be done to prevent the kinds of catastrophes both natural and created that changed the lives of so many individuals over the past two years. Useem, director of Wharton39。s ranking this year were the two interrelated risks of economic disparities and failing governance. The report warned that the benefits of globalization have not been evenly shared, and when bined with unresponsive or ineffective regimes, resurgent nationalism and populism are a likely product. Evidently, it was just those factors in toxic bination that played a major role in stimulating the popular revolt against the longserving but poorly governed regimes in Tunisia and Egypt. Two other RRN initiatives announced in Davos were intended to furnish country, pany and NGO leaders with better tools for appraising risks and responding to disasters. A new Leading Practices Exchange will provide them with guidance on how to manage and mitigate risks. And a Community of Risk Officers will establish a work for mutual learning and peer counseling among those at the forefront of risk management. The first risks to be tackled by the new work include currency volatility, cyber security and resource scarcity, with others to be added. With this initiative, the World Economic Forum has created an ongoing platform to give those engaged in risk management better access to detailed data, proven practices and experienced players. By way of one example: A physician at the Davos meeting who had been active in recovery from the Haitian earthquake reported that in some areas, relief agencies provided fresh water to survivors free of charge, while in others a modest charge was imposed. The latter practice would help ration and allocate a still scarce resource, vital for recovery. But the physician found that cholera spread far more often through camps that charged for water than through camps that didn39。s traditional focus has been on pliance, control and pensation, fulfilling the oversight function mandated by both government regulators and listing requirements. But that is no longer sufficient, suggested several panel members. Directors should also be engaged in pany strategy, talent development and risk management. It is a matter of not only feeding the beast providing investors with expected quarterly returns but also building the business advising executives on strategic direction and appropriate risk. To that end, directors should bring not just oversight capabilities to the boardroom. They should also be ready to challenge management practices, exercise independent