New PDF release: Fatal Risk: A Cautionary Tale of AIG's Corporate Suicide

By Roddy Boyd

ISBN-10: 0470889802

ISBN-13: 9780470889800

Long-listed for the toes & Goldman Sachs company booklet of the 12 months Award 2011
The precise tale of ways chance destroys, as instructed throughout the ongoing saga of AIG
From the cave in of undergo Stearns and Lehman Brothers, the topic of the monetary main issue has been good lined. although, the tale principal to the crisis-that of AIG-has formerly remained principally untold. Fatal probability: A Cautionary story of AIG's company Suicide tells the interior tale of what rather went on within AIG that brought on it to choke on probability and approximately brining down the whole financial system. The book
* unearths inside of details on hand nowhere else, together with the non-public notes and files of key gamers akin to the previous Chairman of AIG, Hank Greenberg* Takes readers behind the curtain on the U.S. Treasury and the Federal Reserve financial institution of latest York* information how an figuring out of danger equipped AIG, yet a disdain for presidency regulators ended in a run-in with big apple country lawyer normal Eliot Spitzer

Fatal Risk is the excellent and compelling real tale of the corporate on the middle of the monetary typhoon and the way it approximately prompted the complete economic climate to break down.

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Extra info for Fatal Risk: A Cautionary Tale of AIG's Corporate Suicide

Sample text

What is the current cost of IT and is it considered justifiable? What is the ability of the business and the IT provider (internal or external) to take the business and its IT from where they are now to where they need to be, in the required time-frame? Other issues include competing for resources – generally resulting in projects competing for budget and increasing the time taken to get services to market (or the quality of services being delivered); varying degrees of maturity in terms of use of technology; trained personnel or processes being in place to facilitate both business and IT management – each of these points to an inefficient organisation.

What new capabilities are required from the IT infrastructure? Can the current IT infrastructure deliver what is required, or must I instigate technical IT changes? Can I insulate myself from IT failure? If not, how can I avoid IT failure? What is needed to ensure business continuity? There are, of course, many other questions. However, making an attempt at ‘knowing what you don’t know’, will help you to assess the uncertainty of the situation, which is one indicator of the scale of the problem.

Ensuring all parties clearly understand the deliverables the business considers are key, and that those involved can deliver them in a time-frame that meets the needs (often at the same time being pushed to drive down cost). Business must involve all parties at the business strategy road-mapping. Someone, somewhere, should be able to track the applicable metrics to validate the quality of work undertaken. Speed and execution! 34 2: Why Change the Organisation? Figure 3: Inputs to change High-impact change Figure 3 provides examples of factors/issues that may be inputs to, or the cause of, change.

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Fatal Risk: A Cautionary Tale of AIG's Corporate Suicide by Roddy Boyd

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