Risk Management

---

 HEALTHCARE & LIFE SCIENCES COMPANY CHALLENGES 

· Start-up or Early stage Healthcare & Life Sciences Business Continuity Management (BCM) strategy, design, and implementation.

· Capacity growth requiring a next level of Business Continuity and Risk Management strategy.

· Business Resilience and Risk Management detachment from IT, Disaster Recovery, Cybersecurity, Crisis Management, and Emergency Management.

· Ineffective Healthcare BCM alignment, compliance with CMS, CAHPS, HOS, NPS, URAC, and 5-Star ratings.

· Missing out on Technological Advances in tools, and Digital Transformation for Operational Excellence.

· M&A, Private to Public Reorganization, Digital Transformation, Pre or Post Acquisition BCM & RM strategy.

· Lacking global Polycrisis risks plans, strategy design, and implementation.

· Lacking unified and enterprise-wide Risk Management or Business Continuity Management programs.

· Grappling with siloed Business Resilience or Risk Management competencies, with variation among business units, requiring symmetrical balance.

ATLAS VANTAGE VALUE-ADD SOLUTIONS 

· Formulate a successful Business Resilience strategy, policy, training, and implementation, aligned to FSI regulations and requirements.

· Refine BCM to align with best practices, leading frameworks, and industry standards.

· Instill greater collaboration among vital business units and BCM.

· Align BCM Program to GRC, audits, regulations, and Operational Resilience requirements.

  FINANCIAL SERVICES COMPANY CHALLENGES 

· Start-up or Early stage design Business Resilience, Operational Resilience, and Sound Practices within FSI. 

· Capacity growth requiring a next level of Business Continuity Management and Strategy.

· Business Resilience detachment from IT, Disaster Recovery, Cybersecurity, Crisis Management, or GRC. 

· Existing ineffective Business Resilience practices requiring comprehensive refinement. 

· Missing out on Technological Advances in tools, and Digital Transformation for BCM Operational Excellence. 

· Striving toward Operational Excellence and Resilience in DORA, Fed, OCC, FFIEC, FDIC, and Sound Practices. 

· M&A, Private to Public Reorganization, Digital Transformation, Pre or Post Acquisition BCM & RM strategy. 

· Lacking global Polycrisis risk identification, effective strategy design, and enterprise implementation. 

· Lacking unified and enterprise-wide Risk Management or Business Continuity Management programs. 

· Grappling with siloed Business Resilience or Risk Management competencies, with variation among business units, requiring symmetrical balance. 

ATLAS VANTAGE VALUE-ADD SOLUTIONS 

• Formulate a successful Business Resilience strategy, policy, training, and implementation, aligned to FSI regulations and requirements.

• Refine BCM to align with best practices, leading frameworks, and industry standards. 

• Instill greater collaboration among vital business units and BCM. 

• Align BCM Program to GRC, audits, regulations, and Operational Resilience requirements. 

PROJECT & PROGRAM MANAGEMENT CHALLENGES

· Start-up / Early stage PM strategy, initiation, charters, scope, promotion, and leadership buy-in.

· Ineffective PM compliance with industry best practices, regulations, or contractual obligations.

· Lacking diligent PM during Mergers & Acquisitions, Reorganization, Private to Public transformation, Pre and Post Acquisition alignment.

· Lacking unified and enterprise-wide PM, EPMO, or project methodologies.

· Grappling with siloed PM competencies, varying among business units – requiring unity and alignment.

· PM team detachment from Technology, Business, Sponsors, Vital Business Units, Suppliers, and other stakeholders.

· Missing out on Technological Advances in Project Management tools, Analytics, and Digital Transformation.

· Conflicting PM frameworks being used. (Waterfall, Agile, Kanban, SAFe, Scrum, Lean, PRINCE2)

ATLAS VANTAGE VALUE-ADD SOLUTIONS 

· Formulate a successful PM strategy, policy, training, and implementation, aligned with the charter and scope requirements.

· Align PM with best practices and industry standards.

· Instill greater collaboration among PM teams and vital business units.

· Provide transformational leadership to expand team capabilities.

COMPANY CHALLENGES: Supply Chain, Vendor Management, TPRM, and Logistics

· Start-up / Early stage Supply Chain (SC), Vendor Management (VM) strategy, initiation, charter, scope, promotion, and leadership buy-in.

· Ineffective SC, VM compliance with industry best practices, import/export, regulations, or contractual obligations. 

· Lacking SC, VM due diligence during Mergers & Acquisitions, Reorganization, Private to Public transformation, Pre and Post Acquisition alignment.

· Lacking unified and enterprise-wide SC and VM methodologies.

· Grappling with siloed SC and VM competencies, varying among business units – requiring unity and alignment.

· SC & VM detachment from Technology, Business, Sponsors, Vital Business Units, and other stakeholders.

· Missing out on Technological Advances in SC, VM, logistics tools, Analytics, and Digital Transformation.

· Conflicting SC, VM, TPRM, and Logics being used, lacking integration.

· Inadequate or delayed alerts regarding SC and VM impacts – polycrisis events.

ATLAS VANTAGE VALUE-ADD SOLUTIONS 

· Formulate a successful SC, VM, TPRM, and logistics strategy, policy, training, and implementation, aligned with the charter and scope requirements.

· Align SC, VM, TPRM, and logistics with best practices and industry standards.

· Instill greater collaboration among internal and external teams, stakeholders, and vital business units.

· Provide transformational leadership to expand team capabilities.