30 process within the organisation, owned exclusively by experts in the field (such as Risk managers, Internal Auditors). The classic structure of the risk management is based on: risk identification, risk analysis, risk evaluation, risk treatment. The new paradigms, shift to “Strategy”, “Performance”, “Value Creation”, “Commitment”, “Leadership”. The interactivity and integration of Risk Management into the business context becomes fundamental, so the emphasis is no longer on mere risk reduction or management of potential threats. You must always remember that: • Without decision-making there are no risks; • Without risks, there are no opportunities; • Corporate culture starts and develops with the board; • Protection and value creation depend on trust and stakeholder engagement. NAVIGATE THE EXTRAORDINARY THROUGH: • Adaptive capacity • Proactively facing and adjusting to changing circumstances and environments • Using creativity as resilience facilitator • Preparation and diversification • Be inspired by art business success stories & case studies https://www.starterstory.com/ideas/art-business/successstories RESILIENCE STRATEGIES: • Finding new spaces and possibilities to continue making art • Presence is essential - you can resist but you have to stick together, continue to interact. • Get out of isolation - Chorality of talents - working together to create something better • Sales vs. Exchange vs. Sharing • Reduce costs by pooling resources • Co-living - artist residences • The starving artist works for free; the thriving artist always works for something • Perseverance pays off • Keep your day job - Stay in the groove • Freedom from financial stress allows you the freedom within your art Obviously, without the growth of the risk culture, in terms of awareness and mastery, a real implementation of the risk management system is not possible; and this is where specialists in the sector (Risk Managers and Internal Auditors) come into play to support and/or supervise the risk management system and even before that in the role of risk trainers and/or coaches. Always bear in mind that, without Board commitment, all of this remains a mere fulfilment of the efforts made. In consideration of what has been written above, only after having thought out and chosen the strategy (duly aligned with the company mission) and defined the correlated objectives can attention be focused on performance and risks (threats and opportunities), as well as on appropriate monitoring and controls. It is therefore considered that Risk Management “is not an objective of business organisations, but above all it is not a project with a scheduled beginning and end, nor can it be included in the strategic map”. Rather, it is an “essential and natural component of the company, one of the main critical success factors of any organisation”, especially in a scenario characterised by complexity, high volatility and technological innovation.
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