{"id":7273,"date":"2017-07-15T16:36:00","date_gmt":"2017-07-15T15:36:00","guid":{"rendered":"https:\/\/naris-prod.azurewebsites.net\/10-zinnen-die-de-risicomanager-beter-kan-vermijden-copy-2\/"},"modified":"2025-08-08T13:32:43","modified_gmt":"2025-08-08T11:32:43","slug":"de-kwantitatief-enthousiaste-risicomanager","status":"publish","type":"post","link":"https:\/\/www.naris.com\/nl\/de-kwantitatief-enthousiaste-risicomanager\/","title":{"rendered":"De kwantitatief enthousiaste risicomanager"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"7273\" class=\"elementor elementor-7273\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-966b1f elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"966b1f\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-745d6e0b\" data-id=\"745d6e0b\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-4941fdeb elementor-widget elementor-widget-text-editor\" data-id=\"4941fdeb\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h3>De kwantitatief enthousiaste risicomanager<\/h3>\n<p>De boeiende studie van Annette Mikes&nbsp;handelt over 2 typen banken, waarvan de \u00e9\u00e9n kwantitatief&nbsp;<em>sceptisch<\/em>&nbsp;(Gotebank) en de andere kwantitatief&nbsp;<em>enthousiast<\/em>&nbsp;(Fraser) is.<\/p>\n<h3>Kwantitatief enthousiast risicomanager<\/h3>\n<p>Organisaties die kwantitatief enthousiast worden genoemd zijn organisaties die door middel van modellen de werkelijkheid in kaart brengen, en deze modelleren naar de toekomst. Vooral bij organisaties waar veel harde data (bijv. prijs, aantallen,&nbsp;aandelen, rente en valuta) aanwezig is, bestaat de neiging om deze data zo snel mogelijk te modeleren. De uitkomsten van het model worden vervolgens gezien als het \u201cantwoordapparaat\u201d, kortom als richtinggevend voor investeringen.<\/p>\n<p>Het probleem bij het kwantitatief enthousiasme is echter dat modellen nooit de echte werkelijkheid representeren. Door een&nbsp;<a href=\"https:\/\/nl.wikipedia.org\/wiki\/Long_tail\" target=\"_blank\" rel=\"noopener\">long tail risk<\/a>&nbsp;of black swan gaat het model uiteindelijk onderuit met als gevolg dat de risicomanager zijn geloofwaardigheid verliest.<\/p>\n<h3>Kwantitatief sceptisch risicomanager<\/h3>\n<p>Kwantitatief sceptische organisaties snappen tevens dat je de basis in kaart moet brengen, aangezien de getallen onmiskenbaar een beeld geven van de trends. Zij veronderstellen daarnaast echter dat de werkelijkheid nooit in \u00e9\u00e9n getal te vangen is, en vooral afhangt van de aannames en selecties die er achter zitten. Zij beseffen dat niet alles te kwantificeren is en veel gaat over perceptie en het interne politieke proces. Door op deze manier over onzekerheid te communiceren, en het <a href=\"https:\/\/www.naris.com\/nl\/risicomanagement\/\">risicomanagement<\/a> vooral als een leerinstrument te beschouwen (in plaats van een antwoordapparaat), worden zij meer geaccepteerd door de business. Ook behouden ze hun geloofwaardigheid, in het geval er iets misgaat.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-64f19e0 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"64f19e0\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-7889185\" data-id=\"7889185\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-5de6e68 elementor-widget elementor-widget-image\" data-id=\"5de6e68\" data-element_type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img fetchpriority=\"high\" decoding=\"async\" width=\"300\" height=\"237\" src=\"https:\/\/www.naris.com\/wp-content\/uploads\/2017\/07\/Afbeelding3-300x237.png\" class=\"attachment-medium size-medium wp-image-7275\" alt=\"\" srcset=\"https:\/\/www.naris.com\/wp-content\/uploads\/2017\/07\/Afbeelding3-300x237.png 300w, https:\/\/www.naris.com\/wp-content\/uploads\/2017\/07\/Afbeelding3.png 465w\" sizes=\"(max-width: 300px) 100vw, 300px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-babf613 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"babf613\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-38e7627\" data-id=\"38e7627\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-ad2b805 elementor-widget elementor-widget-text-editor\" data-id=\"ad2b805\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Het model dat mij het sterkste lijkt is uiteindelijk toch kwantitatief sceptisch. In mijn visie zijn modellen richtinggevend, en vooral een basis voor een goede\u00a0risico-dialoog\u00a0op meerdere niveaus van de organisatie. Met Naris kunnen wij al jarenlang\u00a0risico-scenario\u2019s\u00a0doorrekenen en simulaties uitvoeren. De laatste jaren hebben wij steeds meer ingezet op koppeling de aan de \u00a0governance, <a href=\"https:\/\/robertthart.risicomanagement.nl\/2014\/10\/28\/risico-strategiekaart-sturen-op-strategie-en-risicos\/\" target=\"_blank\" rel=\"noopener\">strategie en sturing<\/a>\u00a0van organisaties. Dit maakt een goede dialoog erover mogelijk. Wat dat betreft zijn we een stukje kwantitatief sceptischer geworden.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>De kwantitatief enthousiaste risicomanager De boeiende studie van Annette Mikes&nbsp;handelt over 2 typen banken, waarvan de \u00e9\u00e9n kwantitatief&nbsp;sceptisch&nbsp;(Gotebank) en de&#8230;<\/p>\n","protected":false},"author":18,"featured_media":6783,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[18],"tags":[4,52,56],"class_list":["post-7273","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-artikel","tag-risicomanagement","tag-risicomanagement-modellen","tag-strategie-en-performance-management"],"_links":{"self":[{"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/posts\/7273","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/users\/18"}],"replies":[{"embeddable":true,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/comments?post=7273"}],"version-history":[{"count":29,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/posts\/7273\/revisions"}],"predecessor-version":[{"id":27934,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/posts\/7273\/revisions\/27934"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/media\/6783"}],"wp:attachment":[{"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/media?parent=7273"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/categories?post=7273"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.naris.com\/nl\/wp-json\/wp\/v2\/tags?post=7273"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}