Anette Mikes

Assistant Professor of Business Administration

Anette Mikes is an assistant professor in the Accounting & Management Unit. She teaches Financial Reporting and Control and in 2010 launched (with Professor Robert Kaplan) the new executive education program Risk Management for Corporate Leaders. She received a Ph.D. from the London School of Economics (LSE), where her dissertation, “Enterprise Risk Management in Action,” was the first field-based research study on risk management in financial institutions. Her subsequent publication "Risk Management and Calculative Cultures" won the 2009 David Solomons Prize.

She also holds an M.Sc. in economics and finance from the Budapest University of Economics and an M.Sc. in accounting and finance, with distinction, from LSE. During her doctoral studies, Professor Mikes was a tutorial fellow at LSE and an executive education associate at London Business School. 

A former advisor to the Group Risk function at Standard Chartered Bank, between 2007-2010, Professor Mikes instigated and directed the CRO Futures Research Initiative in the United Kingdom. With the cooperation of a number of senior risk officers contributing to the British Bankers’ Association’s Risk Advisory Panel, this research program investigated evolving directions in risk management and the emerging roles of senior risk officers. Professor Mikes also studies risk management practices in high-risk nonfinancial organizations, such as the Canadian energy company Hydro One and the Mars Program at NASA’s Jet Propulsion Laboratory. Beyond research and teaching, she enjoys literature, the performing arts, swimming, and sailing.

  1. Can LEGO Snap Together a Future in Asia?

  2. How Experts Gain Influence

    In 2006 the risk management chiefs of two British financial institutions (we'll call them Saxon Bank and Anglo Bank) were in similar situations. Each reported directly to the CEO and had, in theory, the same influence in their organizations. But by 2011 Saxon’s risk management group, unified around a common purpose, was deeply engaged in critical work throughout the bank, while Anglo’s, divided into two specialized and loosely connected groups, had little visibility outside specific areas of expertise.”
  3. Managing Risks: A New Framework

    In this article, we present a new categorization of risk that allows executives to tell which risks can be managed through a rules-based model and which require alternative approaches. We examine the individual and organizational challenges inherent in generating open, constructive discussions about managing the risks related to strategic choices and argue that companies need to anchor these discussions in their strategy formulation and implementation processes. We conclude by looking at how organizations can identify and prepare for nonpreventable risks that arise externally to their strategy and operations.
  4. The Struggle to Codify Risk Management

    Anette Mikes discusses the heated debates on the codification of risk management and argues there is more to learn before we can reach closure.
  5. What We Learn From Academic Work on Assessing Uncertainty and Risk