In Risk Analytics and in Strategy one of the key steps in formulation and implementation is to understand the exposure that the organization has to different types of risks. We create the solution for understanding what the risks can be and the possible indicators to evaluate the severity and expected adverse effects in the organization’s performance.
This framework of analysis is under the premise of creating an ongoing system that is learning based on the new knowledge that is created by risk analytics (qualitative and quantitative). The framework assumes that the financial and non-financial organizations’ exposure is related to the strategy formulation and its implementation. The financial system in this risk analytics approach is a reflection of where resources are allocated and used. In the figure the first column of is associated with the definition what the organization wants to do, and the risks involved; the second column is related to what is necessary to deal with risks; and the third column refers to the implementation using the risk analytics methods and techniques. The framework comprises:
The framework implementation depends on advances in risk management and analytics. In this section of the paper the analysis performed is mainly related to strategic risk. The ongoing evolution of the Enterprise Risk Management (ERM) concepts to develop capabilities to deal with strategic risks as Andersen T.J. and Sax J., (2020) indicated that risk has been a part of the management analysis based on understanding exposures and the internal and external socio-economic conditions that can affect organizations performance. The knowledge of Strategic Risk Management as a way of concentrating on the management of strategic risk is taking principles from ERM and the multiple fields involved in the understanding of risk. In a community or a city the strategic risk is related to the possible events/circumstances that can affect the society development and the standard of live of stakeholders. The risk events can come from changes in business, financial risks, natural risks, etc. Risk Exposure analysis requires to understand the nature of which risks can be insured or transferred, and risks that are present and require mitigation, but cannot be insured or transferred. In this regard, as an example the particular risk of the variation of investment results in the real estate market associated with mortgages. Mortgage development is associated with capacity of the society to invest, to acquire house, allocation of financial institution resources, competition, use of non-banking systems of financing, etc. As mortgages are associated with the urban and rural districts development, there is an important concentration of resources in construction sector and at the same time it can be important to follow and keep ongoing surveillance of real estate bubbles, difference between square meters built and square meters sold, etc. Changes in business, digitalization, competition, etc. are possible factors affecting the mortgage market, changes in the consumption habits, migration from rural to cities and from cities to rural areas, etc.
The society/community as an organization can be affected by risk events. Risk events can affect the flow of resources in an organization, the conditions of life and the possibilities to improve economic conditions. This article follows what Miller and Bromiley (1990) identified as the nine measurements of risk related to strategic management, which can be concentrated on specific risks. In Miller and Bromiley (1990) study they presented evidence that “income stream risk reduces subsequent performance and that this influence exists across industries and performance levels.” Additionally, they concluded that the influence of strategic risk has variation according to industries and their levels of performance. In a city or community income stream risk can affect in the levels of returns of investment of builders, financial institutions if sales are not meeting the expectations and assets turn over is reduced. Frigo and Anderson (2011) pointed out regarding Strategic Risk, “Strategic risks are those risks that are most consequential to the organization’s ability to execute its strategies and achieve its business objectives.” Thus, risk exposure analytics is based on creating the risk exposure analytics information-knowledge system because “Risk Management is frequently not a problem of a lack of information, but rather a lack of knowledge with which to interpret its meaning” (Marshal et al. 1996).
The risk exposure concept is used in financial business-insurance as Bouska (1989) commented “The business of insurance presumes an exposure to loss: if there is no possibility of a loss, there is no need for insurance. However, if an entity does have an exposure to loss, it is desirable that the cost of transferring that loss to another party be proportional to the expected loss, which is assumed to vary with the size of the exposure base. Thus, the selection of an exposure base, which quantifies and proxies for the exposure, is a fundamental step in the insurance process.”