A profound and insightful look at how company leaders prepare for and respond to shocks and crises that threaten their business. Successful firms strategically manage and are more accurate in their assessment of large-scale risks. Doing so is increasingly challenging given the pace of change, whether financial, technological, regulatory, or environmental. Mastering Catastrophic Risk provides real-world practical insights into how large companies are responding to this new reality and develops a framework for smarter thinking about events that can damage a business. As leading authorities on risk management, strategy, and company leadership, Howard Kunreuther and Michael Useem take us on a groundbreaking tour of firms' decision making process. They demonstrate how improving readiness for and resilience against future shocks is now an integral part of company strategy. Using the "DISRUPT" model they have developed, they highlight the seven primary Drivers of disruption: Interdependencies increase exposure; Short-term focus results in limited vision; Regulations require change and constrain opportunities; Urbanization increases the costs of disasters; Probabilities of disasters have increased; and Transparency has enhanced public awareness of problems and impacts on firms' reputations. Some disruptions can be anticipated, while others arrive without warning. Their onset stresses decision makers, impairs company operations, and may even put the enterprise at risk. The bottom-line: business leaders and their governing boards face ever more challenging disruptions and must be ever more on guard. If your company is hit tomorrow, will it bounce back, or drown?

Howard Kunreuther is the James G. Dinan Professor of Decision Sciences and Public Policy and Co-Director of the Center for Risk Management and Decision Processes at The Wharton School, University of Pennsylvania. Michael Useem is the William and Jaclyn Egan Professor of Management and Director of the Center for Leadership and Change Management at The Wharton School, University of Pennsylvania.

Prologue: On a Sunny Day Part I. A More Risky Era Chapter 1 Risk on the Agenda Chapter 2 Impact of Severe Events Part II. Enterprise Decisions for Managing Disruptions Chapter 3 From Intuitive to Deliberative Thinking Chapter 4 The Risk Analysis Cycle Chapter 5 Risk Management Praxis Part III. What Disrupted Companies Do Chapter 6 Crisis at Lufthansa and Deutsche Bank Chapter 7 From Reactive to Proactive Boardroom Chapter 8 Corporate Giving for Disaster Relief Part IV. Reaching Vital Stakeholders Chapter 9 Disclosing Threats Chapter 10 A Two-Edged Sword Chapter 11 Safeguarding Value Chapter 12 Managing Disruptions and a Checklist for Action Epilogue: On a Rainy Day Appendices About the Authors Acknowledgments References