http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Importance of emergent strategy in operational risk management
The case study is based on the way in which a regulated financial entity in India (FSC) managed to continue its operations against all odds thrown at it by an unprecedented flood. Its performance in publishing all the mandated trade statistics in time is laudable as the other regulated entity operating from the same city and handling a lesser number of accounts and transaction volumes failed to publish the same. The organizational culture encouraged the managers to bring up a new course of action without any sense of defeat. Members' familiarity with everyone else's work and their understanding of how their various tasks fitted together enabled the team to handle the surprises. Hence, it is evident that the absence of operational silos allows teams to respond better to crisis situations. The resilience of the organization arose out of the way it teams culture and customer centricity. The case study records the successful transition of FSC to an organization willing to accept environmental and climate changes as business problems. The case study also highlights the imperative for FSC to adopt new technology solutions to alleviate potential future problems of a similar kind. This case study explores the way in which team members of an organization restructured their activities by role shifting and assuming ownership to make decisions to deal with the unplanned events (emergent strategy). Students are asked to identify the probable technology solutions that would have enabled FSC to operate in a "business as usual" mode even when the offices in the Metro were not accessible.
Mani P. Sam, G. Ramprasad, N. Koteswara Prasad.
Includes bibliographical references and index.