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Risk Management in Volatile Global Markets: Keys to Business Success SEBA PRESENTATION January 21, 2010
NAIT 9 Academic Schools 85,000 Full and Part-Time Students Delivers Training and Education in 23 Countries Certificates, Diplomas, Applied Degrees and Degrees Has identified Applied Research as a Strategic Focus  Is The Largest Apprenticeship Trainer in Canada
JR Shaw School of Business Serving Albertans for more than 40 years Average more than 2,000 students per year Diplomas, Applied Degrees and Baccalaureate Degrees  Has had 2 Research Chairs endowed by JR Shaw Faculty facilitate the delivery of CBU’s MBA One of the largest business schools in Western Canada
Baccalaureate Degrees FUS established to manage all degrees at NAIT BBA and BTECH-Technology Management New Health Informatics Degree “CAQC approved” BTECH – Construction Management being reviewed BBA has received CASB, CMA and CGA approval On-line, evening, week-end [24-7] delivery modes New focus on credential enhancement for working learners
The Business Faculty More than 110 full-time teaching faculty Approximately 20 are pursuing or hold PhD’s 36 hold professional designations CA, CGA, CMA, CFP 90% are pursuing or hold a minimum of a Masters degree Average 12 and 13 years of industry and PS experience A reputation for quality teaching for more than 4 decades
Purpose ,[object Object],[object Object],[object Object],[object Object]
Global Uncertainty Prevails ,[object Object],[object Object],[object Object],[object Object]
Jack Welsh World Business Forum, NYC, September 24, 2008 ,[object Object],[object Object],[object Object],[object Object]
Michael Porter World Business Forum, NYC, September 24, 2008 ,[object Object],[object Object],[object Object],[object Object]
US-Canadian Situation ,[object Object],[object Object],[object Object],[object Object]
CFA Forecast Dinner Shaw Conference Centre, January 20, 2010 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2010 Financial Forecast ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
2009 in Retrospect ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PSE Global Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A New Experience? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Mustaq Ahmad, PhD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Anna Beukes, PhD*  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ivan Ourdev, PhD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Richard Ford, PhD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Andy Igonor, PhD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Doug Short, MBA ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
National Expectations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Is Alberta Better-Off? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What It Means for Business ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Watch China? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Key Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assessing Business Risk BUSINESS MODEL Key People, Products, Services, Channels Information I-Technology Equipment STRATEGIC COMPETITIVE ADVANTAGE Customer Value Proposition, Profit/Loss Brand Partnerships Alliances Stakeholders EVALUATION LEVERAGE REQUIREMENTS KEY PROCESSES
Short-term Readiness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Consider Multiple Scenarios ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Action Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contributing to Our Community ,[object Object],[object Object],[object Object],[object Object]

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Risk Management In Volatile Global Markets Keys To Business Success

  • 1. Risk Management in Volatile Global Markets: Keys to Business Success SEBA PRESENTATION January 21, 2010
  • 2. NAIT 9 Academic Schools 85,000 Full and Part-Time Students Delivers Training and Education in 23 Countries Certificates, Diplomas, Applied Degrees and Degrees Has identified Applied Research as a Strategic Focus Is The Largest Apprenticeship Trainer in Canada
  • 3. JR Shaw School of Business Serving Albertans for more than 40 years Average more than 2,000 students per year Diplomas, Applied Degrees and Baccalaureate Degrees Has had 2 Research Chairs endowed by JR Shaw Faculty facilitate the delivery of CBU’s MBA One of the largest business schools in Western Canada
  • 4. Baccalaureate Degrees FUS established to manage all degrees at NAIT BBA and BTECH-Technology Management New Health Informatics Degree “CAQC approved” BTECH – Construction Management being reviewed BBA has received CASB, CMA and CGA approval On-line, evening, week-end [24-7] delivery modes New focus on credential enhancement for working learners
  • 5. The Business Faculty More than 110 full-time teaching faculty Approximately 20 are pursuing or hold PhD’s 36 hold professional designations CA, CGA, CMA, CFP 90% are pursuing or hold a minimum of a Masters degree Average 12 and 13 years of industry and PS experience A reputation for quality teaching for more than 4 decades
  • 6.
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  • 28. Assessing Business Risk BUSINESS MODEL Key People, Products, Services, Channels Information I-Technology Equipment STRATEGIC COMPETITIVE ADVANTAGE Customer Value Proposition, Profit/Loss Brand Partnerships Alliances Stakeholders EVALUATION LEVERAGE REQUIREMENTS KEY PROCESSES
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  • 32.