Are Your Riskiest Drivers Hiding
in Plain Sight?
If you rely on today’s standard measures for assessing individual fleet driver risk, your riskiest drivers
may be hiding in plain sight, indistinguishable from the safest.
Find your fleet’s hidden risks
Don’t wait for a “safe” driver to have your next fleet accident. CEI can show you who needs
remediation today. For more information, please call 1-877-234-0378.
With CEI’s Prescriptive Analytics
approach, you’ll know!
The CEI Group
4850 East Street Road
CEI Fleet Driver Management
BY DANTE DISPARTE
Senior executives and boards are learning the hard way that the buck does, in fact, stop with them.
This is painfully true when it comes
to risk governance. In the smoking
crater of complex risks such as cyber
threats, reputation risk and the erosion
of stakeholder trust, they are the ones
left to pick up the pieces.
At best, they can endeavor to
reassemble their organizations under
the discretion and dignity of privacy.
At worst, they are carted in front of a
congressional hearing only to watch
their share price and egos take a hit.
Between these two extremes lies
the reality that most organizations are
governed by risk. Addressing this risk
governance gap is an organizational
priority requiring the uncomfortable
admission among boards and C-suite
executives that they are ill-prepared
in their human capital, knowledge,
organizational “muscle memory”
and general levels of resilience and
decision-making under duress.
Complex systems fail in complex
ways. Risk does not respect board
meeting schedules or when a
quorum can be formed in the crisis
Because of this misalignment
between the dynamic forces of risk
and the static forces of maintaining
the semblance of the status quo,
organizational responses to surprise
events all too often amplify negative
consequences, rather than abate them.
Shifting this reality and giving
leaders the upper hand — albeit
gingerly — enabling them to govern
certain risks, requires them to train
and train again. Breaking the habit and
presumptions of being inured to risk
and adverse consequences is the first
psychological obstacle to overcome.
When you look at the income levels
and stature many board members and
executives enjoy, their relative personal
resilience does not convey to their
organizations — and the many millions
of employees and stakeholders and
trillions in economic value that depend
on their ability to suppress hubris,
ask the right questions, and motivate
Running risk simulations,
addressing the knowledge gap and
generally stress-testing risk readiness
and their organizations is a low-cost,
low-consequence way to prepare for
the era of man-made risk.
Unlike natural hazards, man-made
risks like cyber threats, terrorism
and activist shareholders all have
agency. This gives man-made risks an
incredibly dangerous plotting quality,
which makes it difficult to control and
even harder to respond to.
Rather than presuming safety and
that everything is “covered” by an IT
security professional, insurance policy
or crisis communication strategy,
senior leaders would be well advised
to remember that risk favors the
From a platform of healthy respect
and continuous risk governance
simulations, senior leaders can train
their organization to not only shield
itself from the powerful forces of risk,
but to add value by harnessing it. &
DANTE DISPARTE is the founder and CEO
of Risk Cooperative. He can be reached at