2016: The year in crisis provides The Economist Intelligence Unit’s assessment of sources of corporate risk in the year 2016, its evolution over the next three years, and a perspective on the role of the board of directors in managing crises.
In the white paper, "Toward Transparency and Sustainability: Building a New Financial Order," you'll see how businesses are building sustainable, stable systems for the years to come, while fulfilling their brand promises.
Published By: Polycom
Published Date: Apr 30, 2013
Wearable operational video (such as helmet cams), mobile cameras and sensors, and other visual technologies can provide crucial intelligence, which then can be gathered, communicated to personnel in disparate locations, and integrated to enable unified collaboration for public security responses. The possibility is emerging for a new generation of video applications that will enhance public security and disaster management.
Learn how to tap powerful real-time brand conversations taking place in social media by investing in the proper tool to aggregate and share the data across your organization. Download this Webinar for a standards-based benchmarking review of the top social media monitoring tools and practical knowledge that will equip you to make a business case for the single best social media investment.
The Economist Intelligence Unit examines the lessons learned from the current financial crisis, and proposes ten practical lessons that could help to address perceived weaknesses in risk identification, assessment and management.
As the chief crisis management solution nationwide, it is essential that eAlert utilizes a delivery system with maximum reliability, delivery performance, and reporting features to meet its clients' demands - PowerMTA was the only SMTP software flexible enough to supply these necessary features and easily integrate into eAlert's current system without interruption.
Since the global financial crisis of 2008, stress tests have taken on growing importance and prominence in financial institution supervision and regulation. These tests, designed to measure an institution’s ability to maintain capital buffers and withstand extreme economic shocks, were imposed initially, and primarily, on the biggest multinational firms – those designated global significantly important banks (G-SIBs) or financial institutions (G-SIFIs). However, the circle for supervisory stress testing has widened to include a growing number of banks as defined by domestic jurisdictions – in the United States, for example, down to banks with $10 billion in assets under the Dodd-Frank Act Stress Test (DFAST) rule. What’s more, stress tests and their underlying scenarios can be of considerable value as a strategic management tool to a financial services company of virtually any type or size.
Published By: Brandwatch
Published Date: Feb 25, 2015
This guide is an introductory overview of best practices for crisis and issues communications in the social media age, focusing on:
• What reputation monitoring actually means
• How to identify a crisis & assess the damage
• Real-world examples from Marriott, United Airlines and Walmart/Asda
Social media has changed the velocity of crises and how companies must manage them. It's time to speed up to keep pace. The Speed Kills whitepaper offers tips for managing crisis in the era of social media.
The financial crisis that began in 2007 highlighted the major shortcomings of the regulatory framework around minimum capital requirements and liquidity requirements. In response, the Basel Committee on Banking Supervision made substantial revisions to its guidelines - specifically, by including more demanding capital and liquidity requirements now commonly referred to as Basel III framework. National banking authorities around the world are adopting the new Basel III framework as a way to eliminate systemic liquidity risk and promote greater transparency of risk management practices.
Banks have been using credit scoring models for over five decades, so managing the life cycle of models is nothing new. Most have had some kind of process in place to ensure the models they develop are robust, validated and monitored from a performance perspective and that decision makers have confidence in them. In recent times, however - partly in response to the credit crisis in 2008 - the discipline of model risk management (MRM) has become more formalized and rigorous, driving the need for enterprise-level model information management systems. The regulatory scrutiny being applied to them is intensifying and spreading globally, with US and European regulators leading the charge. For example, whereas regulators were previously more interested in the numbers they were provided, now more regulators want to have a core understanding of the models banks used to generate these numbers.
Published By: BlackBerry
Published Date: Oct 03, 2012
With a staff of more than 60,000 people dispersed across the United States, U.S. Bank turned to BlackBerry® Alliance member Tenet for a robust and intuitive program that would allow it to send crucial information in the event of an emergency.
Published By: Meltwater
Published Date: Jul 29, 2015
When a brand crisis hits, your most important asset is media intelligence. But don’t wait for all hell to break loose to get up to speed on the latest tools and best practices for crisis communications in the age of social media. Get the tools you need to help spot early warning signs, stay organized, and enforce due process should a crisis hit—Download our Media Intelligence for Crisis Communications e-book today.