|The Global RISK Management Network™
Managing Risk, Uncertainty, and Complexity
Educate... Enlighten... Empower...
Leading edge research and practice on Contemporary Finance & Risk Management issues enabling Organizational and CxO Performance.
Sample of our worldwide clients, patrons & users:
Wall Street & IT: Goldman Sachs, Google, HP, IBM, Intel, Microsoft, Ogilvy, Wells Fargo
Consulting Firms: Accenture, Ernst & Young, McKinsey, PricewaterhouseCoopers
Business Schools: Harvard, MIT, Princeton, Stanford, UC Berkeley, Wharton
Associations: AACSB, ABA, ACM, AICPA, AOM, APICS, ASTD, ISACA, IEEE, INFORMS
World Governments: Australia, Canada, European Union, United Kingdom, United States
U.S. Defense: AFRL, Air Force, Army, CCRP, Comptroller, DISA, DoD, Marines, NASA, Navy
World Defense: Australia (Air Force), Canada (Defence R&D), UK (Ministry of Defence)
Rave reviews in global business & technology press:
Current focus of our overarching theme of anticipating surprise within a global environment of increasing dynamic uncertainty and complexity is on next-generation computational mathematical quantitative models of uncertainty and risk management beyond model risks exposed by the global financial crisis of 2008 and subsequent extreme events and black swans.
Risk Management Analytics beyond Prediction to ‘Anticipation of Risk’™
Building Upon the Legacy of a Digital Social Enterprise
5 Tenets That Drive this Digital Social Enterprise for Public Good
- Genuine care about most crucial concerns of the global community.
- Doing a lot and giving it away without expecting anything in return.
- Really caring about how what we produced made a real difference.
- Actively seeking to know about it through published public record.
- Adapting our focus based upon crucial world events and concerns.
An Example of 'Giving It Away' for Pioneering & Advancing Global Technology Practices
'The Little Engine That Could': The Story of 'The Knowledge Creating Company™'
An Example of Pioneering Social Monetization of Digital Assets & Knowledge Assets
Advancing the Future of Risk: Global Impact of Risk Management Frameworks & Practices
Pioneering Digital Social Networks before Social Networks were even Fashionable
Among other technology ventures such as world's Top-ranked Web site (Computerworld, 1997, just after Yahoo! IPO), world's Top-3 Search Engine (Carnegie Mellon based Industry.Net National Competition, 1996, before Google became known), world's Top-10 Social Networks (ranking just after LinkedIn became known), etc.
Advancing upon the Legacy of a Digital Social Network
5 Dimensions of Creating Global Benchmarks through
High Impact Finance & Risk Management
1. Global High-Profile Footprint: Global RISK Management Network is unique in being the world's digital gateway to the largest pool of talented minds involved in Contemporary Model Risk Management, Financial Risk Management, Cyber Risk Management, Enterprise Risk Management, and, Operational Risk Management issues related research and practices across the USA and all other countries of the world. Among our users are world's respected corporations and consulting firms; prestigious business, management, and technology institutions; top-tier publishers of business, management, and technology literature; high profile world development agencies; and, world governments and national defense services of most progressive nations of the world.
2. Global High-Profile Research Impact: References to our leading-edge research
on risk management are found across all areas of business, technology, and management
practices in every realm of social and economic activity across all
countries of the world. In any given month, our ventures service the
learning, developmental, and networking needs of a few million business
technology management professionals on average. Our
content, community, research, and thought leadership have been
generously endowed with a user base of world-wide learners and patrons. They serve as a highly focused reference
and are visible on the web sites and intranets of worldwide
corporations, organizations, institutions, associations, publishers,
libraries, and, publications.
3. Global High-Profile Reviews: Global RISK Management Network Web
portals are the home of award-winning content, community, research, and
practices reviewed and recommended in the columns of Wall Street Journal, Business Week, Fortune, Forbes, Fast Company, Chief Executive, CIO Magazine, CIO Insight, Computerworld, Information Week, KM World, New York Times, Los Angeles Times, Seattle Times, and thousands of other worldwide publications. Many
of our activities have received unsurpassed reviews and awards in
worldwide popular press as well as practitioner and scholarly forums.
4. Global High-Profile Thought Leadership: The global impact of the thought leadership of Global RISK Management Network is self-evident in the policies, strategies, and practices of world governments and worldwide organizations across most countries of the world. World's
governments, corporations, institutions, and, corporate executives seek
and apply Global RISK Management Network's counsel on national policies and corporate
consultants, managers, entrepreneurs, corporate executives, government
officials, professors, and scholars reference our research and
5. Global High-Profile Mentors and Supporters: The minds behind this knowledge-based global social enterprise consist of world’s most distinguished experts ranked among Nobel Prize winners and most distinguished professors from most prestigious institutions. The minds that support this social enterprise consist of world’s most esteemed scholars and practitioners whose works and words literally move world economic markets and shape the world economy.
The futuristic paradigm of Complex Adaptive Systems that can handle unprecedented change, uncertainty, and complexity continues to be the central theme of research and practice on which Global RISK Management Network was founded. It is also the central theme on which our early contributions to managerial practice have been written about by the New York Times and the Wall Street Journal among others. For instance, commenting about controls and regulation in complex and uncertain business environments, we observed the following about the model risks and systemic risks inherent in the management control paradigm pervading the design of financial engineering systems and models in an invited interview published by influential UK management press in 2005:
"Paradoxically, the economies of the bygone era had inculcated in most managers the models of scientific management based on deterministic control. However, in the new era of rapid pace of increasingly unpredictable change [i.e., 'risk'], such models of deterministic control would result in failures - particularly of large-scale systems. The challenge lies in trying to control what is uncontrollable. The emergence of the digital [Cyberspace] era has resulted in the 'perfect storm': managers trying to impose greater controls when such controls are either economically expensive to sustain and often even detrimental to the viability of the increasingly 'out-of-control' systems. The mechanistic thinking that served its purpose well during the industrial era seems to underlie many of the current failures of large scale global systems..."
"...To begin with, I think that we need to develop a broad-based understanding about knowledge management as the new model of management of systems, processes, and related dynamics. Such a model for anticipating and managing faster, less predictable, and complex changes seems necessary given the demands imposed by the business environment of the knowledge economies... More than any other area of management practice or discipline, the paradigm of information systems founded upon the key premise of deterministic control requires fundamental re-thinking to effectively serve the needs of knowledge management. Resolution of such problems is critical to the future of societies, enterprises, and governments that are increasingly dependent upon information and communication technologies..."
Rethinking Risk Management for the 'New Finance'
In contrast to other paradigms of finance, accounting, and economics that inform our understanding, our research and practice focus on understanding systemic risks, extreme events, and, related models of controls and compliance as applicable to information, systems, change, and related dynamics. Our focus on uncertainty, complexity, and, radical change and commensurate business performance within dynamic environments has informed worldwide managerial practices since the beginning of the World Wide Web starting with the first beta version of the first WWW browser. It is in the context of radical discontinuous change events also known popularly as 'black swans' and 'extreme events' after the Global Financial Crisis wherein financial economics theory and research and related global practices need to make crucial advancements in risk management for the post-WWW cyberspace era new finance characterized by unprecedented global networked connectivity, information intensity and information velocity. Such advancements will be in terms of overcoming their apparent inability in predicting ‘critical events’ such as the global financial crisis and prescribing strategies for anticipating inherently 'unpredictable' future crises of global financial systems.
Global RISK Management Networktm has its current focus on advancing worldwide risk management practices for global financial systems and capital markets. By 2005, our research focus on systemic failures and extreme events, recognized subsequently for its impact on actual practice by the AACSB International in 2008, had advanced to make us ponder about a possible forthcoming systemic failure of the global finance systems. The rest is history. For instance, in the same interview with the UK management press mentioned above, we had made the following observations:
"Interestingly, a review of best-selling literature on successful practices in one of the most technical, numbers driven, globally popular area of financial markets provides some perspective about managing information in most unpredictable, radically changing environments that defy prediction, pre-determination and control. Despite the recognized importance of fundamental, technical, structural, and human aspects of such practices, it is well recognized that in the final analysis human elements often determine the sustained success or failure in such environments. Interestingly, such environments that defy prediction and control are also characterized by a virtual absence of [pre-determined, pre-specified] rules as most rules are defined, applied and used through subjective interpretations by specific players in the game."
"On one hand, human aspects characterize the hallmark of the necessary focus and discipline required for sustained success in such highly information-intensive environments often characterized by unpredictable, radical and discontinuous changes. However, on the other hand, the same human aspects of hope and fear - regardless of prior history of experience and expertise - result in elimination of more than 90 percent of players within less than a year. Also, most successful practitioners in such high velocity and hyper-turbulent information-intensive environments recognize the insurmountable challenges posed by command and control stereotypes that characterize less information intensive jobs and professions of the industrial economy."
Global RISK Management Network has served as the world's epicenter from which specific business technology focus on operational risks, enterprise risks, and systemic risks was adopted by CxOs and governments across most countries of the world. Recognized for contributions to advancement of global managerial practices on operational, enterprise, cyber, and systemic risk management, our focus has been squarely on advancing the obsolescent financial risk management paradigm since a few years preceding the first major Global Financial Crisis of this century. Our research ranked among Nobel laureates for its impact on applied practice is advancing execution of US Fed & OCC Model Risk guidance: SR11-7 & OCC 2011-12, and, risk management strategies across top Wall Street investment banks, largest global IT firms, largest global consulting firms, major world governments, and, most prestigious management institutions. Reflecting our dualistic focus of risk management on both "obsoleting what you know before others obsolete it and profit by creating the challenges and opportunities others haven't even thought about," our applied research and practices are followed as well by US and world governments and their top leaders and commanders shaping the future of national economies as well as national defense and cybersecurity. For example, our model risk and controls frameworks and best practices for developing, testing and implementing complex systems have been recommended by top CEOs such as Microsoft founder Bill Gates as well as US Department of Defense and CIOs of NASA, US Air Force, Army, Navy & Marine Corps.
Radical Change, Extreme Events, and Black Swans
Global RISK Management Network is the champion of business and technology management practices relevant to the brave new world of business since the beginning of the World Wide Web, also described as a world of 'black swans' and 'extreme events' . In hindsight, Global RISK Management Network’s vision at the time of its founding in early-1990s about today's world unfolding several years after the beginning of the World Wide Web seems to have been prophetic as apparent from its original welcome statement:
"Global RISK Management Network is the champion of business and technology management practices relevant to the brave new world of business, also described as a world of radical discontinuous change. This world full of continuous surprises of unforeseen dimensions and change of uncharted scale is characterized by evolving models of work, workplaces, business enterprises, institutions, and other formal and informal organizations. This is the world in which the success formulas and best practices of yesterday could become failure traps of tomorrow and enterprises that were Goliaths of yesterday may become dinosaurs of tomorrow. Until this point, you may have read about this new world in some of the popular books on business transformation, change management, knowledge management and e-business. Welcome to the marketspace where this world is being charted, understood, defined and practiced... welcome to the new world of business!!"
After the turn of the last century,
this digital Finance & Risk Management social enterprise has been probably most recognized for developing and disseminating worldwide its basic and applied view of non-deterministic uncertainty and risk management for detecting and pre-empting risk management failures for increasingly unpredictable and complex business environments. Global RISK Management Network was founded as BRINT Institute (BRINT is short for Business Research in Information and Technology, and based upon its original name, 'A Business Researcher's Interests' with registered trademark of @BRINT) originally conceived to bridge the gaps between business and
technology, data and knowledge, and, theory and practice, "an ambitious undertaking", as reported by the Fortune cover story on the knowledge economy. Since the beginning of the World Wide Web, Global RISK Management Network has serviced the learning, networking, and professional growth needs of millions of users on average in any given month.
Instead of remaining stuck in the obsolescent paradigm of 'IT' "for managing 'data' and 'information'", this digital Finance & Risk Management enterprise represented a significant departure in the early 1990s from the prevailing textbook focus of most information and systems related academic views by its pragmatic and realistic choice to focus on managing what [we believe] really matters - risk, uncertainty, and complexity. On the dawn of the first Global Financial Crisis of 2008-2009, our long-term perspective on radical discontinuous change events was brought into mainstream focus in terms of extreme events and ‘black swans’ over more than a decade after we published original influential applied research and academic research on this subject. Related research published across multiple influential books, and, journal and conference papers underlying this paradigm was influenced by the thinking of founding philosophers of Information Systems and Operations Research such as Charles West Churchman (PhD advisor of Russell L. Ackoff), Russell L. Ackoff* (who was PhD advisor of ex-USAF and ex-AFIT Top-10 MIS Founder and Information Technology Strategy Pioneer University of Pittsburgh University Professor Dr. William R. King, the PhD advisor of this research venture's founder), Jay W. Forrester, Herbert A. Simon, and, Norbert Wiener; computer scientists such as Claude Shannon; information theorists such as Benoît Mandelbrot, economists and complexity theorists of self-adaptive complex systems at the Santa Fe Institute such as Brian Arthur, and John Holland (the father of genetic algorithms); and, strategists such as Chris Argyris and Steven Kerr, CLO and Vice President of leadership development at GE and subsequently CLO and Managing Director at Goldman Sachs. The original concept of the real-life instantiation of the forerunner of FinRM™ as “The Knowledge Creating Company™” was influenced by the book of the same name by Ikujiro Nonaka.
[*In response to the letter from this research venture's founder seeking collaboration as a new Business School faculty in advancing the academic discipline of Information Systems via a thought-leadership research article along the lines of Ackoff’s Operations Research classic ‘The Future of Operations Research is Past’ (1979), Russell Ackoff, then in his 80s, communicated his best wishes to him in his scholarly pursuit. Ackoff’s thinking on ‘mess management’ with which he became familiar before his PhD research fellowship in course of MBA research fellowship seems to have influenced his subsequent research focus on ‘uncertainty and complexity management.’]
Beyond Systems Failures from Uncertainty-Complexity
Before providing global leadership of worldwide executive practices on non-deterministic uncertainty and risk management, this venture laid the foundation of related risk disciplines spanning underlying practices of strategic risk management, systemic risk management, enterprise risk management, and operational risk management.
Through above Finance & Risk Management ventures, we pioneered a global vision of practices built upon new information, communication, computational, and numerical technologies in the post-WWW era being applied for not only tackling but pre-empting increasingly complex and uncertain business environments characterized by extreme events and black swans.
To advance beyond increasingly unpredictable colossal failures of global systems despite increasing sophistication of computational systems and mathematical models, we developed the foundation of non-deterministic uncertainty and risk management by 'anticipation of surprise' to guide worldwide practices. This foundation was based upon a new understanding of knowledge management as risk management for business environments characterized by radical discontinuous change events or extreme events.
In the aftermath of the Global Financial Crisis of 2008, such highly improbable events have been popularized as black swans. The above functional paradigm is most widely referenced in global research and practices given its focus on holistic and dynamic understanding about the people-process-technology relationships for systemic performance based upon systems thinking and systems dynamics. This paradigm squarely addresses the integration of people-process-technology aspects that are critical for realizing the success of computational systems and mathematical models in radically and unpredictably changing business environments. The foundation of the strategic and systemic risk management focus on non-deterministic uncertainty and risk management by 'anticipation of surprise' was reinforced through our creation of the world’s first content and community portals on both knowledge management and business technology management.
Additional Editorial Reviews of Our CxO Tech Ventures
"The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise to the occasion. As our case is new, so we must think anew and act anew."
- Abraham Lincoln
Worldwide Reviews of Our CxO Tech Ventures in
Most High Profile Business & Technology Media
"Founder Yogesh Malhotra says his vision for this site is to fill the gaps between business and technology, data and knowledge, and, theory and practice..."
"KM is obsoleting what you know before others obsolete it and profit by creating the challenges and opportunities others haven't even thought about."
-- Dr. Yogesh Malhotra in Inc. Interview
Followed by US & World Governments, US & World DoDs, and Top Global IT Firms such as Microsoft and IBM among others.
"What every CEO should know..."
- Business Week
"Tool for raising your company's IQ..."
"Contemporary business management and technology issues..."
- Wall Street Journal
"Invaluable for applying complexity theory to business management..."
- New York Times
"Complexity theory made easy..."
- Wall Street Journal
"Best site for information technology and business information..."
"Unparalleled in depth and relevance for business research..."
- Information Week
"Best web site for keeping up with hi-tech industry developments..."
"A practical guidepost..."
- Chief Executive
"Best business information source..."
- Business Week
"Thumbs up for this serious surfer's tool useful for managers..."
"First on the list for in-depth sites for company and industry research..."
- San Jose Mercury News
"Wealth of incredibly rich, useful and interesting information..."
- CIO Magazine
"Yahoo! for Business & Technology ."
- Fast Company
"Best web site on the topic of knowledge management..."
"Best source for knowledge management and intellectual capital..."
- Fast Company
"Pool of largest collection of knowledge management literature..."
- Wall Street Journal
"Will keep enthusiasts of Knowledge Management entertained for hours."
- Harvard Business Publishing
"One of the best HR sites on the Internet..."
- Wall Street Journal: Career Journal
"A Pretty Powerful Portal. Smart Stop on the Web."
- American Institute of Certified Public Accountants
"If @Brint doesn't have it, then you probably don't need it."
- Fast Company
"In ten years, we may read a Business Week or U.S. News and World Report ranking of the top learning portals. It remains to be seen whether the names on this ranking will still belong only to traditional business education providers or whether newcomers such as BRINT will be ranked between Harvard and Wharton." - AACSB International
among other worldwide business and technology press...
Our CxO Tech Ventures, Global Thought Leadership, and Published Research Guiding World Governments and Global Corporations
"A Virtual Library of the Best Sources for Knowledge Management and Intellectual Capital."
- Ellen M. Knapp, Vice Chairman & CKO, PricewaterhouseCoopers (formerly Coopers & Lybrand) in Fast Company interview.
"Knowledge Management refers to the critical issues of organisational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organisational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. This definition proposed by Dr. Yogesh Malhotra summarises a key issue for e-learning strategies and the way they will impact professional training and companies' organisation policies."
Parliament of Victoria, Australia
"In the Committee's view, definitions that treat the area as a discipline rather than a mere collection of technologies best encapsulate what knowledge management means. For example, Malhotra says:, "Knowledge Management caters to the critical issue of organisational adaptation, survival and competence in the face of increasingly discontinuous environmental change..."
Government of UK
"It is therefore impossible to typify the roles of Knowledge Management workers other than the CKO, and indeed these roles themselves are in a constant state of change. Dr. Yogesh Malhotra defines this as follows: Given the need for autonomy in learning and decision making, such knowledge workers would also need to be comfortable with self-control and self-learning."
U.S. Department of Defense, Office of the Under Secretary of Defense (Comptroller)
"There are many definitions of knowledge management. It has been described as "a systematic process for capturing and communicating knowledge people can use." Others have said it is "understanding what your knowledge assets are and how to profit from them." Or the flip side of that: "to obsolete what you know before others obsolete it." (Yogesh Malhotra)
Canadian Department of National Defence, Canada, Defence R&D Canada
"Malhotra noted the importance of Information Systems for organizational learning, mentioning a series of techniques, methods and tools that can foster organizational learning at many steps of the process: knowledge acquisition, creation and distribution."
Air Force, Australia, Director General Policy and Planning
"Knowledge Management caters to the critical issues of organisational adaption, survival and competence in the face of increasingly discontinuous environmental change. Essentially, it embodies organisational process that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings. -- Yogesh Malhotra"
"In his latest book, Knowledge Management and Virtual Organisations, KM luminary, Dr Yogesh Malhotra, offers some cautionary advice. He exposes three myths often associated with KM solutions. The first of these is that knowledge management technologies can deliver the right information to the right person at the right time. This assumes businesses will develop incrementally in stable markets. However as Malhotra says, "the new business model in the Information Age is marked by fundamental, not incremental change. Businesses can't plan long-term; instead, they must shift to a more flexible 'anticipation of surprise' model."
among other global corporations, world governments, and institutions such as...