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Communicate your knowledge of those concerns, and what you bring, by taking three steps in your proposal. First, stick to the issues in the proposal summary. Emphasize the clients challenge, how it will impact their future, and the imperative for making a change. You ll get more selling power from a clear rendering of your understanding of the challenge than you will from claims that you are uniquely quali ed. Second, keep the proposal as short as possible. Resist the urge to load it up with meaningless graphics and images. Get the facts and the substance of your approach down, in a concise manner, without fussing over glitz. Finally, examine every page, paragraph, and sentence in your proposal. Who is the subject of each sentence Is it you, or is it your clients In every instance possible, make sure you are talking about them. Save your sales hype for the section of your proposal where everyone does need to see it your quali cations.

f the Paste option on Paint s Edit menu is disabled (dimmed), that means there is nothing in the Clipboard. There are a couple reasons why that might happen. You might have forgotten to press Print Screen or Alt+PrintScreen. Or perhaps you copied something else to the Clipboard after pressing Print Screen. And that something else isn t a picture. The second possible problem is that your keyboard works differently. For example, on some keyboards you have to press Shift+Print Screen or Shift+Alt+PrintScreen. On one of my laptop computers, I have to click Fn+PrintScreen. On another keyboard, I have to make sure the F Lock key is turned off before pressing the Print Screen key. If you can t find the right combination of keystrokes for your system, see if you can find the information in the manual that came with your computer. Or contact your computer manufacturer and see if they can help.

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Keep Together: Controls widows and orphans so that you don t have a header at the bottom of a page without detail until the next page. Whole Group: Prints header detail and group footer on one page. With First Detail: Prevents the contents of the group header from printing without any following data or records on a page. No: Does not keep data together.

Tim Mason, chairman of Tesco.com explains, There s 10,000 people over here, how are we going to do a better job for them . . . With data, what we have to do becomes as plain as the nose on your face. It immediately changes the behavior of the business. 16 Business analytics is assisting high-performance enterprises conceptualize, create and execute change initiatives. Examples of these companies include UPS, Continental Airlines, P&G, McDonald s and NetJets, to name just a few.

In this section, we discuss the effort to measure operational risk with the same analytical objectivity as market and credit risk (as described previously) using a similar, VaR-like approach. However, one should keep in mind that operational risk indicators, such as the number of failed deals or the number and loss rate of errors and omissions,305 have no easily identifiable set of risk factors that drive unexpected losses as in market or credit risk. These factors are mostly only qualitative and, for example, used in the (internal) auditing assessments.306 Given the broad definition for operational risk, it is not surprising that there is neither a singly accepted framework or methodology307 nor that no single approach will be sufficient308 to cover the diversity of operational risks. Operational risk is mostly managed by traditional approaches (e.g., internal auditing or guidelines)309 and only leading banking organizations calculate and allocate economic capital for operational risks.310 Between these two extremes, there are many other means to counter operational risk (e.g., buying insurance against losses from various sources). In fact, holding economic capital for all operational risks can be subopti-mal, and a bank should opt for the least expensive form to manage those risks. Of course, not every option is available for every event. Some events, such as natural disasters, cannot be controlled by tighter risk controls. Other events cannot be insured against. The key is to identify the sources of operational risk, estimate the exposure to each source of risk, and determine the most appropriate course of action, that is, the one that creates the most value. In practice, most institutions apply a combination of the available options to find an acceptable answer to managing operational risks and how much capital they need to hold against them.311

1. Right-click your Computer icon from the Start menu, and choose Properties to open the System window for your system.

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