Committee agenda
- First: Single-source supplier failure.
- Order sensitive to: none of the tested weightings.
Executive Intelligence · Risk and Resilience
Enterprise Risk Radar
One register of risks drawn from governed sources (overdue obligations, open findings, incidents, the trust gate), each with an owner and a rating by a stated method.
Demonstration: Osterley Components GmbH (fictional) · Industrial manufacturing. Fictional data and a scripted answer.
The situation
- Organisation
- Osterley Components GmbH (fictional)
- Who is asking
- Chief risk officer
- Industry
- Industrial manufacturing
- What happened
- The board's risk committee wants a single ordered view of the risks it should talk about this quarter, not a list of forty.
The question asked
Which enterprise risks deserve the committee's time this quarter, and does the order depend on how we weigh them?
What it reads, and who can see the result
- Risk register registerRisks with ratings and trends.
- Key risk indicators feedLeading indicators for the main risks.
- Reads
- The register and the indicator feed.
- Does not read
- Incident files or personal data.
- Permission
- Risk function access.
- Who sees it
- The chief risk officer and the board risk committee.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Single-source supplier failureIndicators rising.Severity if it happens: 5Likelihood: 3Getting worse: 5Weak controls: 44.26
- 2Skilled labour shortageVacancies up.Severity if it happens: 3Likelihood: 5Getting worse: 5Weak controls: 33.96
- 3Regulatory change on emissionsConsultation open.Severity if it happens: 3Likelihood: 4Getting worse: 4Weak controls: 33.48
- 4Cyber attack on production systemsControls improved this year.Severity if it happens: 5Likelihood: 3Getting worse: 3Weak controls: 23.39
- 5Loss of a key customerTwo customers are 40% of revenue.Severity if it happens: 4Likelihood: 2Getting worse: 2Weak controls: 32.83
- 6Fire at the main plantWell controlled.Severity if it happens: 5Likelihood: 1Getting worse: 1Weak controls: 12.22
Leader's margin over the next option: 0.30. The leader holds under every weighting tested.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the risk deserving most committee time is: Single-source supplier failure (score 4.26).
Severity alone would put the plant fire first; weighing likelihood, direction and weak controls moves attention to risks that are rising and poorly controlled [S1][S2]. The order is holds under the weightings tested; it would change if none of the tested weightings.
A ranking says where to look, not how big a risk is. The committee should still read the top risks' indicators, because a rising indicator is the earliest warning the data offers.
Relies on: S1 · Enterprise risk registerS2 · Key risk indicators, Q3
Review and approval
The chief risk officer decides. Approving sets the committee's agenda for the quarter. It does not change any risk rating or control.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Ratings are judgements by risk owners.
- A low-likelihood, high-impact risk is easy to rank too low.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
More in Executive Intelligence
- Enterprise Health MonitorOne view of whether the organisation's governed functions are healthy, built only from verified source readings.
- Executive Priority EngineRanks what needs executive attention across modules by stated, inspectable rules (overdue, severity, deadline, owner).
- Cross-Functional IntelligenceShows how an item in one function relates to items in others, using only links that are recorded (a finding to its obligation, a handover to its training).
- Business Performance NarrativeA plain-language summary of verified readings for a period.
- Strategic Planning AdvisorA planning workspace for objectives, assumptions, initiatives, owners and review dates, as recorded by people.
- Market Expansion IntelligenceCompares candidate markets or jurisdictions using verified, dated external data and the organisation's own compliance footprint.
- Competitive IntelligenceRecords competitor facts that a person enters with a source and a date, plus approved public-source feeds.
- Growth Opportunity DiscoverySurfaces opportunities from the organisation's own verified data (for example repeat findings, unused capability, unserved locations) as hypotheses for a person to accep…
The Executive Intelligence story · This capability in the full register