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Speeches matching topic Risk Management
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Madeleine K. Albright (Exclusively WSB)

In an up-close-and-personal format, former Secretary of State Madeleine Albright sits down for a candid discussion, sharing her perspective on the current state of world affairs and on the personalities who shape today’s headlines. Audiences are given unprecedented access to one of the globe’s most powerful, respected and vibrant women as Albright sheds light on challenges both personal and public. Albright responds to questions from both the moderator and the audience, and engages in a no-holds-barred discussion of issues ranging from war and peace to the challenge of juggling career and family life.

James Baker, III (Exclusively WSB)

Wearing his hat as a former secretary of the treasury, Baker provides valuable insights on the current economic situation. Baker is an advocate for low taxes, restrained federal spending, deregulation, sound money and other policies that sparked two decades of economic growth and worldwide economic liberalization. He offers his perspective on which steps should be taken to ensure the economy is headed in the right direction and the financial markets thrive.

Ben S. Bernanke (Exclusively WSB)

Drawing on his extraordinary career as chairman of the Federal Reserve, Dr. Ben S. Bernanke examines the current U.S. and global economic landscape and the key challenges facing the world today. His presentations are customized for each audience with conversational questions and answers from an interviewer.

This talk zooms out and discusses how to structure our thinking about the really big picture—the key transitions in history that fundamentally changed the human condition, and the prospects of technological transformations, existential risk, and posthumanity that might lie ahead. This talk by Professor Nick Bostrom draws on his unique body of work over two decades in many relevant areas, including his books Anthropic Bias, Global Catastrophic Risk, Human Enhancement, and the New York Times bestseller Superintelligence: Paths, Dangers, Strategies. 

To navigate globalization's choppy waters, every business leader analyzes economic risk when considering overseas investments or looking at market exposure. But do you look beyond reassuring data about per-capita income or economic growth--to assess the political risk of doing business in specific countries? If not, you may get blindsided when political forces shape markets in unexpected ways--from European accession in Turkey, social unrest in India, or protectionist legislation on China. Acclaimed political analyst and entrepreneur Ian Bremmer explains that by blending political and economic risk analysis, you make savvier investment decisions--seizing valuable opportunities around the globe while avoiding danger zones.

At this presentation audiences will learn:

  • How to spot political risk on the horizon and balance it against economic opportunities—and what it means for your global investments
  • How to understand the opportunities, and dangers, of dramatic Chinese growth
  • What are the trends around global terror, proliferation, and shifting geopolitics, and how it impacts the global markets
  • What growing political risk means for the global economy, and where opportunities are

John Brennan (Exclusively WSB)

As companies and organizations face the myriad threats driven by a rapidly changing and increasingly complex global environment, John Brennan dissects the role of private-public partnerships and discusses the evolving nature of cyber threats and options for protecting mission-critical capabilities as well as our privacy, national security and future prosperity. 

Corruption is one of the most pervasive and pernicious risks facing corporations, banks, private equity funds and other investors in the international marketplace. Not only can corruption add sizeable costs to the bottom line and damage reputations and brand images for many years, it can also result in very serious criminal penalties, including imprisonment and very large fines. Despite the fact that an increasing number of governments have been either strengthening existing sanctions against corruption or establishing wholly new anti-corruption regimes, rarely, it seems, does a month go by without the appearance of a news headline about a firm being charged with involvement in corrupt activities. At the same time, businesses often complain about the fact that because their rivals are not being held to the same corruption standards, unfair competitive advantages are being created, or that anti-corruption authorities don’t understand that for some cultures, certain business practices are not deemed as corruption but as traditional ways to carry out commerce. Drawing on his considerable experience counseling businesses on structuring corruption de-risking strategies as well as advising governments on the design and execution of anti-corruption reform programs, Harry Broadman shares his insights on the “dos and don’ts” and best practice approaches to mitigating the risk of corruption in foreign markets. What are the various laws, regulations and enforcement institutions both at home and in key markets abroad most pertinent to corruption issues? What are the most effective strategies for combatting incipient corruption?  What options are available to deal with competitors who are seemingly immune to corruption sanctions? How should a business’s compliance practices be designed and implemented? How can individuals or entities who are likely to present corruption vulnerabilities be systematically identified through due diligence at the very outset? What are the most effective responses to the discovery of corrupt activities? Which remedial steps are likely to have the largest payoffs? Broadman offers a window on the trends in the incidence of and responses to corruption in key foreign markets, e.g., China and Russia, and giving audiences the means to operate safely and successfully in the international arena.

The conventional wisdom on Wall Street, inside the Capital Beltway, in the union hall and throughout the shopping mall is that it is inevitable that China will soon dominate the global economy. While at present, doubts are voiced due to the current slowdown in China’s output and the bubble in its real-estate sector, at the fundamental level those concerns are widely seen as temporary speed bumps in China’s inexorable march to be the world’s economic captain. A deeper understanding of the underlying structure and functioning of Chinese banks and enterprises, the framework governing policymaking in Beijing, the arc of the Communist Party’s stronghold over the economy, and the nexus of environmental, health and social challenges affords a different perspective. What are China’s real economic and policy risks?  What role does the absence of democracy in the country play in China’s economic fortunes?  How much has the Chinese economy in fact changed since the advent of reform in 1978?  Where are there opportunities for China’s long-term growth? Harry Broadman, who has worked throughout China at the field level since 1993, will excite audiences with this fresh perspective on the trajectory of China’s economic destiny.

We are living in the largest institutional and human shift in the history of our species. It is a complete resetting of the operating system of our planet. The Rewrite is a multi award-winning talk and series in partnership with Forbes on the future of our world and the way that organizations can stay relevant and thrive. It’s a playbook for the post innovation era. Innovation as a concept has failed us. It has become void of meaning and thus crippled companies ability to respond to the world being rewritten around them. What’s next? The Great Rewrite. That’s what.

When the conflict in Kosovo was going wrong, Bill Clinton had a message for Tony Blair: “Send Alastair to NATO.” Clinton got to know Blair’s right-hand man in the early days of the New Labour government, when the President was engulfed in scandal, and found great support and strategy coming from Blair and Campbell. As the Milosevic regime started to win the propaganda war, Clinton and Blair realized that until communications were fixed, the military strategy would continue to struggle. So Campbell was seconded to NATO to oversee a complete overhaul of the entire Alliance’s communications. Campbell says the first rule of crisis management is that it is probably not a crisis. He believes that in a decade with Blair, there were only five—Kosovo, Iraq, 9/11 and the war in Afghanistan, and two domestic crises, massive fuel price protests and an outbreak of Foot and Mouth Disease. Drawing on lessons from what went right and what went wrong, and analyzing examples of good and bad crisis management in the private sector, he lays out simple lessons to help anyone who is hit by a genuine crisis.

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