Enterprise Risk Management Initiative, Poole College of Management, North Carolina State University

Providing Thought Leadership, Education and Training on the Subjects of Enterprise Risk Management

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From The ERM Library

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...

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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.

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Positioning ERM to Drive Opportunity

Positioning ERM to Drive Opportunity

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Building Cross-Functional Risk Expertise

Building Cross-Functional Risk Expertise

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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!

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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.

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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.

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Achieving Synergies with ERM and Internal Audit

Achieving Synergies with ERM and Internal Audit

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Pinpointing Opportunities to Strengthen Your Organization’s ERM Processes

Most anything that provides tremendous value needs to be monitored periodically to ensure that what generates the benefit is maintained and enhanced over time as the organization and its environment...

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Are You Trying to Embed ERM Thinking Deeper in Your Organization?

Extending the Reach of ERM: Techniques for Engaging More Employees

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