ثمة مؤسسات تنظر إلى «إدارة المخاطر» بأنها عبء تنظيمي يستهلك الوقت والميزانية، ويبطئ عملية اتخاذ القرار، وغالباً ما ترجع هذه النظرة إلى عدة أسباب، منها:
ـ التعقيد الزائد في النماذج المستخدمة.
ـ تكاليف التدريب والتقنيات في المدى القصير.
ـ المقاومة الداخلية من بعض الموظفين الذين يرونها قيداً على مرونتهم.
ومع غياب الرؤية الإستراتيجية؛ تتحول إدارة المخاطر إلى إجراء شكلي لا يترك أثراً حقيقياً، لكن الواقع يثبت عكس ذلك تماماً. ففي السنوات الأخيرة؛ شهد العالم أزمات كبرى واجهتها مؤسسات عالمية بسبب ضعف إدارة المخاطر، وكان بالإمكان تفاديها لو طُبقت أساليب فعالة. وقد تكبدت شركات تكنولوجية كبرى غرامات بمليارات الدولارات نتيجة عدم الامتثال لقوانين حماية البيانات، مما تسبب في خسائر مالية ضخمة وضرر كبير بالسمعة.
لقد أظهرت تقارير عام 2025 أن غياب الرؤية الواضحة في إدارة العلاقات مع الأطراف الثالثة (Third-Party Relationships) يؤدي إلى زيادة احتمالية الاختراقات القانونية والتقنية.
وهناك دراسات أكاديمية بينت أن الجمع بين إستراتيجيات التنويع والتحوط، واستخدام التقنيات الحديثة مثل «البلوك تشين» (Blockchain) يعزز قدرة المؤسسات على التنبؤ بالمخاطر، وتحسين الشفافية والامتثال.
وأظهرت دراسة أجرتها «جامعة ويسكونسن» عام 2024 أن تطبيق ممارسات فعّالة في إدارة المخاطر المؤسسية (ERM) يحقق خفضاً في التكاليف وزيادة في الإيرادات.
وعلى مستوى الحوكمة والامتثال؛ أصبح الاعتماد على منصات (GRC) ونماذج النُضج المؤسسي المدعومة بالذكاء الاصطناعي توجهاً رئيسياً في المؤسسات الحديثة، لما له من دور في تقليل مخاطر السمعة وتعزيز الثقة مع المستثمرين والعملاء.
وبالتالي؛ فإن الاعتراضات التي ترى إدارة المخاطر عبئاً تنبع غالباً من ممارسات تقليدية غير فعالة. والحل يكمن في:
ـ تبسيط الأدوات باستخدام التقنية، ودمجها في القرارات الإستراتيجية بدلاً من عزلها.
ـ نشر ثقافة مؤسسية تعتبرها وسيلة للتمكين لا عائقاً وربط النتائج بمؤشرات (KPIs) لإبراز قيمتها الفعلية.
وهكذا؛ تتحول إدارة المخاطر من عبء إداري إلى أداة إستراتيجية تمنح المؤسسات قدرة حقيقية على النمو والتطور. وعند إدارتها بفعالية تصبح إدارة المخاطر أداة إستراتيجية تدعم النمو، وتمنح المؤسسات مستقبلاً أكثر استقراراً وثقة.
إدارة المخاطر المؤسسية.. عبء تنظيمي أم استثمار إستراتيجي؟
9 أكتوبر 2025 - 00:57
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آخر تحديث 9 أكتوبر 2025 - 00:57
د. عبدالمعتني المزروعي
باحث في مجال إدارة الأزمات والمخاطر
Almazrou73@
Some institutions view "risk management" as a regulatory burden that consumes time and budget, slows down the decision-making process, and this perspective often stems from several reasons, including:
– Excessive complexity in the models used.
– Short-term training and technology costs.
– Internal resistance from some employees who see it as a constraint on their flexibility.
In the absence of a strategic vision, risk management becomes a formal procedure that leaves no real impact, but reality proves the exact opposite. In recent years, the world has witnessed major crises faced by global institutions due to weak risk management, which could have been avoided if effective methods had been applied. Major technology companies have incurred billions of dollars in fines due to non-compliance with data protection laws, resulting in massive financial losses and significant reputational damage.
Reports from 2025 have shown that the lack of a clear vision in managing third-party relationships increases the likelihood of legal and technical breaches.
Academic studies have indicated that combining diversification and hedging strategies, along with the use of modern technologies such as "blockchain," enhances institutions' ability to predict risks, improve transparency, and ensure compliance.
A study conducted by the University of Wisconsin in 2024 found that implementing effective practices in Enterprise Risk Management (ERM) leads to cost reductions and increased revenues.
At the level of governance and compliance, reliance on GRC platforms and AI-supported maturity models has become a major trend in modern institutions, due to their role in reducing reputational risks and enhancing trust with investors and clients.
Thus, objections that view risk management as a burden often stem from ineffective traditional practices. The solution lies in:
– Simplifying tools through technology and integrating them into strategic decisions rather than isolating them.
– Promoting an institutional culture that considers it a means of empowerment rather than an obstacle, and linking outcomes to KPIs to highlight its actual value.
In this way, risk management transforms from an administrative burden into a strategic tool that provides institutions with a real capacity for growth and development. When managed effectively, risk management becomes a strategic tool that supports growth and offers institutions a more stable and confident future.
– Excessive complexity in the models used.
– Short-term training and technology costs.
– Internal resistance from some employees who see it as a constraint on their flexibility.
In the absence of a strategic vision, risk management becomes a formal procedure that leaves no real impact, but reality proves the exact opposite. In recent years, the world has witnessed major crises faced by global institutions due to weak risk management, which could have been avoided if effective methods had been applied. Major technology companies have incurred billions of dollars in fines due to non-compliance with data protection laws, resulting in massive financial losses and significant reputational damage.
Reports from 2025 have shown that the lack of a clear vision in managing third-party relationships increases the likelihood of legal and technical breaches.
Academic studies have indicated that combining diversification and hedging strategies, along with the use of modern technologies such as "blockchain," enhances institutions' ability to predict risks, improve transparency, and ensure compliance.
A study conducted by the University of Wisconsin in 2024 found that implementing effective practices in Enterprise Risk Management (ERM) leads to cost reductions and increased revenues.
At the level of governance and compliance, reliance on GRC platforms and AI-supported maturity models has become a major trend in modern institutions, due to their role in reducing reputational risks and enhancing trust with investors and clients.
Thus, objections that view risk management as a burden often stem from ineffective traditional practices. The solution lies in:
– Simplifying tools through technology and integrating them into strategic decisions rather than isolating them.
– Promoting an institutional culture that considers it a means of empowerment rather than an obstacle, and linking outcomes to KPIs to highlight its actual value.
In this way, risk management transforms from an administrative burden into a strategic tool that provides institutions with a real capacity for growth and development. When managed effectively, risk management becomes a strategic tool that supports growth and offers institutions a more stable and confident future.
