Introduction to KRI (key risk indicators)
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As businesses expand their operations and processes become complex, the propensity of risk factors involved becomes more elaborate and necessitates careful analysis and management. Further, to elicit business performance in the long term, the need for measuring the risks in advance becomes an important procedure for management to assess the potential impact of an activity performed and the possible risks it carries. Such evaluation metrics are essential to pro-actively manage the prospective risky ventures and facilitate timely detection and take appropriate steps to prevent malfunctions. The timing plays a significant role as the sooner a risk is identified and tackled, better would be the chances to avert it and would ensure timely action and assist in long term success of the organization.
- Definition: The key risk indicators are parameters that effectively measure the risks involved in a business procedure and activity and provides us with a prior notification of its possible harmful consequences. More and more organizations are turning to Enterprise Risk Management (ERM) to manage their risks and provide a framework to work out their business strategies in the direction of consistent growth and excellence.
- Reason for Usage: The Key Risk Indicators are far becoming the most sought after concepts to understand and adopt by businesses as they perfectly complement the Key Performance Indicators in contributing to an organization’s growth and success and relate to the key business objectives too. The concrete identification of inputs that have the potential to hamper productivity and performance automatically relates to the inputs that facilitate performance and are positive contributors to business growth.
Developing an effectual risk framework is a daunting task for most businesses since the chief risk possibilities are laid out in financial terms only, and generating effective operational risk indicators in relation to these is a taxing proposition and challenging task. It is imperative to have a periodical risk assessment process working on regular basis and the management must take apposite steps to emphasize on the efficacy of the risk indicators and review it appropriately.
Communicating the risk appetite and working out the routine services and performance levels are the important utilities of key risk indicators. The implementation of the risk indicators should be done in a way that it assists in improvising the consistency levels, the relevance of their adoption and the relative transparency of the entire process. The risk indicators are positive contributors to track the loss making activities and the shaping up the factors that contributed to the losses. The basic vagueness of the actual concept makes it hard to organize and systemize the entire execution process; however standardization of the procedure by the use of commonly comprehendible language around the business activities and related risks will lead to strong development of the key risk indicators and their specification.
The ERM i.e. the concept of Enterprise Risk Management is steadfastly gaining momentum amidst the corporate honchos and business units to manage their risks and enhance their performance levels. The age old saying that what gets measured gets managed is perfectly applicable under such scenarios and to effectively measure the risks involved in a business, a series of steps are undertaken to build the foundation of a corporate risk management program that is critical to business performance.
Benefits of KRI
The application of Key Risk Indicators holds a promising future in the corporate world and has great potential if implemented in a methodical way with a commonly understood configuration and lingo and goes a long way in ensuring the smooth flow of business processes and activities. Organizations can reap rich dividends from adopting KRIs as the clear defining of these expresses strong commitment to risk management involving stakeholders at all levels.
Building KRI also facilitates significant risk appetite and allows accurate reporting for timely detection and action, besides meaningful comparisons across situations where risk is applicable, and further permits effective monitoring of those risks and provides framework for dealing with them.
The full description of the indicator available can easily provide an Early Warning Signal to the management and prevent impending losses and other related issues that can be detrimental to an organization’s growth and long term profitability.
The key risk indicators are immensely useful in supporting the top management decisions and actions as they effectively lay out the risky propositions and manage the groundwork vital to achievement of business objectives and enhance future prospects with their benchmarking.
Limitations
The system of organizing and managing the Key Risk Indicators is a vague concept in itself and calls for in-depth understanding and structuring for collective comprehension. The accurate measurement of the KRI is not a feasible option and not fully trusted by a business.
Any business develops various plans of actions to achieve their objectives and avert risks, however blind faith in such strategies is not a viable option as their value cannot be fully supported with concrete proofs, which makes their development not worth the effort.
