Home - ERM - Enterprise Risk Management Initiative | North Carolina State Poole College of Management

From The ERM Library

2020 The State of Risk Oversight: An Overview of Enterprise Risk Management Practices

How to Leverage ERM Principles to Better Respond to COVID-19-related Risks

The novel coronavirus is providing a catastrophic lesson on how critical it is for business leaders to come together to share information about the different kinds of risks being triggered...

Using ERM Principles To Help Navigate Risks Triggered by COVID-19

Mark Beasley, KPMG Professor and Director of the ERM Initiative in the Poole College of Management at NC State University spoke at a livestream event on Monday, March 16, 2020, about applying...

Using ERM to Navigate Coronavirus and Other Pandemic Risk Events

The rapidly evolving coronavirus is triggering all kinds of risks impacting multiple aspects of an organization. Unfortunately, we are seeing first-hand how a single root cause event can trigger interrelated...

Advanced Risk Scoring Techniques

Bruce Branson, Associate Director of the ERM Initiative at NC State University interviews Jennifer MacKethan at Cisco Capital, on advanced risk scoring techniques that Cisco Capital employs in their...

Re-energizing the ERM Process

Bonnie Hancock, Executive Director of the ERM Initiative at NC State University interviews Linda Milburn-Pyle, Chief Risk Officer, Advance Auto Parts about how she approached a re-fresh of an Enterprise...

Integrating ERM, Compliance, and Audit to Provide a Comprehensive View

Don Pagach, Director of Research for the ERM Initiative at NC State University interviews Rick Moyer, Chief Risk Officer at Stanford University. Rick describes his role of the Chief Risk...

Transforming Reputation Risk Management

When breaking news hits the wires, it can trigger immediate financial impacts for major national organizations. Billions of dollars inmarket capitalization can be vaporized in a single news cycle, reflecting...

The Art & Science of Key Risk Indicators: A Case Study Analysis

Many organizations struggle to develop Key Risk Indicators (KRIs) that will provideearly warnings that risks may be more likely to materialize. This case study looks at 5 different organizations that have...

Top Risks Report 2020: Executive Perspectives on Top Risks for 2020

REPORT: Executive Perspectives on Top Risks for 2020 The ERM Initiative in the Poole College of Management at NC State University, in conjunction with global consulting firm Protiviti, annually surveys boards...

How Piloting Marine One Provides Lessons on Managing Risks

Mark Beasley, Director of the ERM Initiative at NC State University interviews Mick Reed, Director of Strategy and Risk Management at VF Corporation, about lessons he learned from serving as a helicopter pilot responsible for transporting different Presidents of the United States of America as part of the Marine One presidential helicopter squadron. Mick shares insights of how that experience taught him about the importance of developing a deep understanding of core elements of critical operational processes, institutionalizing those elements that must occur on a repeatable basis, and then developing robust policies and training to ensure those processes are performed consistently by large numbers of people spread all across the organization. Mick also talks about the importance of learning from mistakes when missteps occur so that operational risks can be prevented as organizations move forward.

Key Insights from the Fall 2019 ERM Roundtable Summit

At every ERM Roundtable Summit participants discover innovative and practical tips for making their ERM processes better and to refresh their approaches to identifying, assessing, and responding to key risks...

Revamping ERM: How Seven Companies Improved ERM Effectiveness

Most ERM processes evolve over time to adapt to the changing needs of the organization and to look at the changing risk environment. This case study looks in depth at...

What is Enterprise Risk Management?

While organizations have managed risks for decades, there are calls for business leaders to strengthen their approaches to risk management to help them more proactiviely identify and manage all kinds of risks that may impact the organization's success. Many are embracing enterprise risk management as a way to enhance their enterprise view of risks on the horizon. This paper outlines how ERM differs from traditional risk management and how an ERM process can be one of the entity's most important strategic tools.

Positioning ERM to Drive Opportunity

Building Cross-Functional Risk Expertise

The ERM Journey Continues: Reflections from the Spring 2019 NC State ERM Roundtable Summit

As this spring’s 2019 ERM Roundtable Summit wrapped up, one clear theme emerged—ERM continues to be a journey. Each speaker detailed how their organization had become more sophisticated in its ERM process, and also identified further enhancements that were in the works!

JUST RELEASED! 2019 The State of Risk Oversight: An Overview of Enterprise Risk Management Practices - 10th Edition

While most executives perceive that uncertainties in the business environment are leading to more complex risk challenges for their organizations, few executives describe their organization’s approach to risk management as mature or robust, according to a recently released study, 2019 The State of Risk Oversight: An Overview of Enterprise Risk Management Practices. That may be changing, given the majority of organizations have external stakeholders and boards of directors who are calling for more extensive management involvement in risk oversight. Furthermore, business leaders admit that they are not at all or only minimally satisfied with the nature and extent of internal reporting of key risk indicators.

Recognizing the Risk Impact of an Aging Workforce

According to the Bureau of Labor Statistics in their most recent ten-year labor force and employment projections, the number of individuals aged 55 and above in the labor force will grow from 35.7 million in 2016 to 42.1 million in 2026. Organizations will experience this impact in different ways based on their size, growth, industry and historical hiring and layoffs.