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

Fall 2017 Overview of ERM Fundamentals: The Basics of Launching ERM for Strategic Value

Fall 2017 Overview of Enterprise Risk Management Fundamentals:
The Basics of Launching ERM for Strategic Value

           Date of Event:     Thursday-Friday, September 28-29, 2017
           Location & Accommodations:     $195 by September 8, 2017 | Renaissance Raleigh North Hills
           Workshop Cost:     $1395 by August 28, 2017 | $1495 after August 28, 2017

Join us for our Overview of Enterprise Risk Management Fundamentals: The Basics of Launching ERM for Strategic Value on Thursday and Friday, September 28-29, 2017 in Raleigh, NC at the Renaissance Raleigh North Hills. Gain valuable knowledge about the basic fundamentals of enterprise risk management (ERM) including methods and strategies for strengthening board and management oversight of your entity's emerging enterprise risk exposures. The course, which is designed for those with minimal understanding of ERM, is taught by faculty who lead NC State’s ERM Initiative, in addition to guest speakers who lead risk oversight in their organization. The course consists of lectures and in class exercises and resembles an MBA-level course design.

Download the flyer.

Reserve Your Seat

WHO SHOULD ATTEND

Business executives representing a variety of management positions within organizations, including board of directors, who want to better understand the fundamental core elements of effective ERM and how ERM differs from traditional risk management approaches.  This course is especially helpful for individuals with little understanding of ERM.

Don’t miss these valuable sessions:

  • Understanding Relationship of ERM and Traditional Risk Management Tactics
  • Addressing Increased Expectations for Stronger Risk Oversight
  • Pinpointing Critical Elements of an ERM Process
  • Ensuring ERM is Integrated with Strategic Planning - Creating a Strategic Lens on Risks
  • Highlighting Strategies for Risk Identification and Assessment
  • Assessing Adequacy of Current Risk Responses and Developing Key Risk Indicators to Monitor Emerging Risks
  • Communicating Risk Information to the C-Suite and Board
  • Illustrating Practical Tools and Templates to Support an ERM Process

Intensive. Invaluable. Interactive. This high-level workshop gives you the tools and hands-on training to confidently and competently address your questions regarding effective enterprise-wide risk oversight. You'll interact with top strategists and renowned experts on enterprise risk management, as they provide their insights and ideas during a real-world, comprehensive event.

Limited to just 50 participants, this intimate and interactive environment promotes greater interaction between attendees and speakers, and allows a greater sharing of experiences with colleagues. Don't miss this unique learning opportunity.

PROGRAM INFORMATION

THURSDAY, SEPTEMBER 28 | DAY ONE

8:30 AM - 10:00 AM
Session 1 Understanding The Need for Better Risk Oversight
Mark Beasley, Deloitte Professor of Enterprise Risk Management
Director, ERM Initiative, Poole College of Management, North Carolina State University

Senior executives and their boards of directors are faced with ever increasing expectations for greater risk oversight at a time when an uncertain economy, globalization, advances in technology and evolving business models have dramatically increased the complexity of the business environment. This session will demonstrate what senior executives and boards are doing to strengthen their oversight of enterprise risks and how ERM is becoming a critical component of effective corporate governance for organizations of all types and sizes.

The discussion will cover:

  • Recognizing limitations of traditional approaches to risk management
  • Understanding the objectives of ERM
  • Connecting ERM to growing corporate governance expectations
  • Defining board and senior management roles in risk oversight

10:00 AM - 10:15 AM | BREAK

10:15 AM - 11:30 AM
Session 2 Overview of Effective ERM and Its Connection to Strategy
Bonnie Hancock, Executive Director ERM Initiative, Poole College of Management, North Carolina State University

Business leaders know they must take risks for the organization to achieve its strategic goals and objectives. But, when they seek to enhance their enterprise-wide risk oversight as it relates to strategic initiatives, they are often uncertain where to start. This session lays out a framework for launching ERM within the context of the organization’s strategies to ensure that the launch of ERM is value-adding.

The discussion will cover:

  • Setting strategic objectives with a view of risk and opportunities
  • Identifying key objectives before considering risks
  • Understand biases that cause us to underestimate risks
  • Positioning ERM to be a critical strategic tool

11:30 AM - 12:20 PM 
Session 3 Techniques for Identifying Risks
Bruce Branson, Associate Director ERM Initiative, Poole College of Management, North Carolina State University

Building upon a rich understanding of the organization’s core strategies, business leaders use a variety of techniques to identify the major emerging risk exposures. This session will show examples of techniques organizations are using to identify key strategic risks in the context of their organization’s strategy.

The discussion will cover:

  • Starting with strategy to engage in risk identification
  • Considering critical processes and assumptions embedded in strategies to identify risks
  • Identifying risks through interviews, surveys, risk workshops and questionnaires

12:20 PM - 1:30 PM | LUNCH

1:30 PM - 2:20 PM 
Session 4 Techniques for Assessing Risks
Bruce Branson

The risk identification process is likely to identify a number of risks issues that may be on the horizon.  Because not all risks are likely to have the same kind of impact on the organization, entities need a process to assess and prioritize risks to identify those that are most likely to have the greatest impact on the organization. This session will focus on processes organizations use to engage business leaders in the consideration of risk probabilities and impact, in addition to other risk dimensions such as velocity and preparedness, to prioritize risks into Tier 1, Tier 2, and other risk categories.  This session will show examples of techniques organizations are using to ensure their assessments of risk characteristics are consistently applied across the organization.

The discussion will cover:

  • Developing guidelines for assessing risk probabilities and impact
  • Considering other dimensions, such as velocity and preparedness/vulnerability to rank-order risks
  • Evaluating outlier perspectives, including “tail events” 

2:20 PM - 2:30 PM | SHORT BREAK

2:30 PM - 3:45 PM 
Session 5 ERM in Practice:  Real-Life Example of ERM Processes    
Speaker TBD

This session will feature a senior executive who has been instrumental in the actual launch of an ERM process. The session will provide real-world insights as to what worked well and lessons learned by the organization in its earlier efforts to strengthen the organization’s enterprise-wide risk oversight. Practical tips about how to engage executive management and the board in the launch of ERM will be addressed, in addition to techniques used to engage management in risk identification and risk assessment processes.

The discussion will cover:

  • Launching ERM:  How to Start
  • Key take-aways about what worked well and pitfalls along the way
  • Examples of tools and techniques used to identify and assess key risks

3:45 PM- 4:00 PM | BREAK

4:00 PM - 5:15 PM  
Session 6  Responding to Risks in Light of the Organization's Risk Appetite
Bonnie Hancock

How does a firm set its overall appetite for risk and evaluate competing strategic initiatives from a risk/reward perspective? How does the organization determine the nature of risk responses in light of the organization’s risk appetite? This session will focus on how organizations are taking practical steps to articulate and communicate the organization’s appetite for risk-taking across different objectives, and how that drives the nature and extent of risk responses.

The discussion will cover:

  • Evaluating risk/reward trade-offs to optimize results
  • Defining and setting risk appetite and risk tolerance
  • Developing responses to risks in light of the organization’s risk appetite
  • Evaluating the implementation of responses to ensure risks are addressed

5:15 PM - 7:00 PM   |  Networking and Cocktail Reception


FRIDAY, SEPTEMBER 29 DAY TWO

7:30 AM - 8:30 AM | BREAKFAST

8:30 AM - 9:20 AM
Session 7 Developing Key Risk Indicators to Monitor Strategic Risks
Mark Beasley

While executives have access to a number of key performance indicators used to measure performance, they often lack good information to help them stay abreast of emerging risks. Executives and boards are increasingly looking to develop key risk indicators to help them proactively identify risks as they begin to emerge. This session will focus on techniques for developing effective key risk indicators.

The discussion will cover:

  • Analyzing root causes and intermediate events that precede the occurrence of risk events
  • Identifying measures of intermediate events and root causes of risks that can serve as effective KRIs
  • Developing dashboards to communicate KRIs to management and the board

9:20 AM - 10:10 AM
Session 8 Communicating Key Risk Information to Management and the Board
Bruce Branson

Expectations for effective board of director risk oversight are at all time highs. This session will explore the information that can be developed to support the board in monitoring the entity’s top risk exposures. It will also illustrate emerging best practice examples for senior management and board oversight of ERM.

The discussion will cover:

  • Overview of the board's key roles in risk oversight
  • Identifying effective communication strategies for sharing risk information with the board
  • Integrating risk information generated by ERM with the board’s agenda

10:10 AM - 10:30 AM | BREAK

10:30 AM - 11:30 AM
Session 9 Real World Example: Engaging Senior Management and the Board in Risk Oversight 
Speaker TBD

A key component of an effective ERM process is effective communication of risk information to the board of directors. In this session, a senior risk executive will provide real-world examples of how management presents risk related information to the board. This session will show examples of how they format and organize the content to help the board focus on the most important risk issues, while also providing the capability to go deep in sharing details about a particular risk.

The discussion will cover:

  • Examples of ERM presentation decks for board of director meetings
  • Lessons learned about what to include/not include
  • How boards are using ERM to drive agendas of meetings

11:30 AM - 11:40 AM | BREAK

11:40 AM - 12:30 PM
Session 10 Developing Your Next Steps for Strengthening Risk Oversight
Mark Beasley

This session serves as our capstone of the course by helping participants lay out simple first steps they can take to begin their organizations’ journey towards more strategic risk oversight. We’ll outline a suggested game plan to help participants keep their efforts simple, but strategic. We’ll also address some important cultural considerations.

The discussion will cover:

  • Pinpoints how to begin
  • Evaluating corporate culture components to consider, including potential barriers within your organization
  • Identifying simple next steps for strengthening risk oversight

WHEN | September 28-29, 2017

Thursday,September 28, 2017
8:30 AM – 5:15 PM

Friday, September 29, 2017
8:30 AM – 12:30 PM

CONFERENCE FEE
$1395 EARLY BIRD RATE until August 28, 2017

The Early Registration cost IS $1395 by August 28, 2017.  After August 28, 2017, registration cost is $1495.  Register today and save $100 off your registration which covers both days only and includes all program materials, breakfast, lunch and cocktail reception on Thursday and breakfast on Friday.

Reserve Your Seat

CONFERENCE LOCATION | ACCOMMODATIONS
$195 ONLY until September 8, 2017

The workshop will be held at the Renaissance Raleigh North Hills Hotel.  A limited number of rooms have been contracted for the conference at the group rate of $195 per night. The cut-off date to make a reservation is Friday, September 8, 2017 or while rooms are available.

Renaissance Raleigh North Hills   
4100 Main at North Hills Street    
Raleigh, NC 27609   
919-571-8773

FORMAT

Level:    Basic
Prerequisites/Advanced Preparation:    None
Recommended Field of Study:    Specialized Knowledge
Format:     Group-Live
Learning Objective:    Understand emerging risk oversight trends
Recommended CPE:    12.5
Cost:    $1395 early registration by August 28, 2017
$1495 after August 28, 2017

The ERM Initiative within NC State University's Executive Education, LLC is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: http://www.learningmarket.org.

REFUND | CANCELLATION POLICY

Download the Cancellation Policy to read our policy on refunds and cancellations.

Important Cancellation Information:

  • If written cancellation requests are received by 5:00 PM Eastern time, twenty-one (21) days PRECEEDING the date of the event, the registration fee will be refunded less a $50 processing fee.

  • Due  to financial obligations incurred by the ERM Initiative, a credit voucher equal to 50% of the registration fee will be issued for written requests received by 5:00 PM Eastern Time, seven (7)  days PRECEEDING the date of the event.  Credit vouchers can be applied towards future ERM Initiative events within 12 months of the cancellation.

  • No refunds or credits will be issued for written cancellation requests received after 5:00 PM Eastern time seven (7) days PRECEEDING the date of the event.


Contact the ERM Initiative at erm_initiative@ncsu.edu or call 919-513-0901.