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Risk management involves identifying and analyzing risk in an investment and deciding whether or not to accept that risk given the expected returns for the investment. Some common measurements of risk include standard deviation, Sharpe ratio, beta, value at risk (VaR), conditional value at risk (CVaR), and R-squared.
Relevant: A good KRI should be directly relevant to the risk youre monitoring. This means your KRI should provide information that is useful in understanding and preventing one, or several, potential risks. Measurable: KRIs should be measurable, meaning that your team can quantify the risk at all times.
Example: KPIs include revenue growth rule, customer satisfaction score, employee productivity, and website conversion rate. Key Risk Indicator (KRI) : Key Risk Indicator (KRIs) are directly related to KPIs. They are developed together in order to identify the processes that contribute to strategic objectives.
Steps To Develop Your Own KRIs Understand the strategic priorities of your business. Assess risks and map them to business initiatives. Identify root causes of risks. Connect risk data into a single platform. Define risk reporting and response structure. Iterate and improve your KRIs and risk assessment process.
At the individual level, some risk management strategies include: Risk avoidance: elimination of activities that can expose the individual to risk; for example, an individual can avoid credit/debt financing risk by avoiding the usage of credit to make purchases.

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The five measures include alpha, beta, R-squared, standard deviation, and the Sharpe ratio. Risk measures can be used individually or together to perform a risk assessment. When comparing two potential investments, it is wise to compare similar ones to determine which investment holds the most risk.
Leading KRIs are measures that are considered predictive in nature. They are derived from metrics that can help to forecast future occurrences. Lagging KRIs are metrics based on historical measures. These help to identify trends in the firm.
For example, a quantitative and leading KRI for operational risk could be the number of customer complaints, which could indicate dissatisfaction and potential litigation. A qualitative and lagging KRI could be the results of an internal audit, which could reveal weaknesses and errors in processes or systems.

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