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

  • Internal Audit’s Role:  Fraud and Reputation Risks

    Now there is more pressure than ever on executive management and internal auditors to mitigate corporate fraud and misconduct. Even though senior management most likely has direct antifraud responsibility, internal…

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  • Tax Risk Management: The Evolving Role of Tax Directors

    In 2004, Ernst & Young administered a survey with findings that offer insight to tax directors and executives to help them better comprehend the changing scope of the tax function,…

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  • ERM: RBC’s Practical Approach

    At the November 19, 2004 ERM Roundtable, Andrea Bolger, Chief Risk Officer for RBC Financial Group’s U.S. and International Operations, shared practical insights about how RBC has implemented ERM throughout the organization, including training on ERM to all key bank employees.

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  • Best Practices in Enabling ERM

    Jeff Hasmann, program director for risk management at SAS, headquartered in Cary, NC, was the featured speaker at the October 2004 ERM Roundtable. Hasmann described SAS’s view towards effective ERM with particular emphasis on developing appropriate organizational hierarchies and other non-technical components of a risk infrastructure.

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  • The Orange Book: Management of Risk – Principles and Concepts

    The original Orange Book was published by the British government in 2001 to promote more robust risk management practices in government sectors. Since 2001, organizations have begun to now have…

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  • Emerging Trends in ERM: A Sneak Preview of COSO’s ERM Integrated Framework

    Miles Everson, project leader of the Committee of Sponsoring Organizations of the Treadway Commission’s (COSO’s) ERM Integrated Framework Project and partner with PricewaterhouseCoopers, LLP, New York City, provided insights at the September 17, 2004 Roundtable about emerging ERM trends and underlying drivers in the development of COSO’s Enterprise Risk Management – Integrated Framework released in September 2004.

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  • The Australian/New Zealand Risk Standard

    "This Standard provides a generic guide for managing risk. This Standard may be applied to a very wide range of activities, decisions or operations of any public, private or community…

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  • COSO’s “Enterprise Risk Management - Integrated Framework”

    "This Enterprise Risk Management – Integrated Framework expands on internal control, providing a more robust and extensive focus on the broader subject of enterprise risk management. While it is not…

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  • COSO’s Enterprise Risk Management – Integrated Framework

    COSO issued Enterprise Risk Management – Integrated Framework in September 2004. This framework was issued to provide companies with key principles and concepts, a common language, and clear direction and guidance regarding the management enterprise risks. The framework defines ERM and the eight components of the framework and discusses many other aspects of ERM in detail.

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  • Outsourcing Decisions:  Taking an ERM Approach

    Before outsourcing a business process or function, it is essential to assess the associated risks from an enterprise-wide risk management perspective. Poorly managed outsourcing decisions may ultimately increase, rather than decrease, total risk for an enterprise. An ERM approach to risk management is appropriate for managing the complexity of risks associated with outsourcing decisions.

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  • Assessing Risks Before Outsourcing

    Strategic Finance published an article titled, “Outsourcing? At your Own Risk,” providing statistics supporting an increase in the outsourcing of various business functions and the potential risks facing the enterprise.…

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  • Initiating ERM: Tackling Cultural Resistance Head-On

    Dr. Lynda Aiman-Smith, associate professor, NC State's College of Management and expert in organizational culture issues, shared insights at the June 18, 2004 ERM Roundtable about overcoming cultural resistance when initiating new business paradigms, such as ERM.

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  • Basel II: International Convergence of Capital Measurement & Capital Standards: A Revised Framework

    "This report presents the outcome of the Basel Committee on Banking Supervision’s (“the Committee”) work over recent years to secure international convergence on revisions to supervisory regulations governing the capital…

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  • ERM: Improve Quality, Competitiveness, and Costs Through Proactive Management of Risk

    Bob Sullivan, chief risk officer for Blue Cross Blue Shield of NC, spoke at the May 21, 2004 ERM Roundtable, sharing how Blue Cross Blue Shield of NC was leveraging the work performed to comply with the Sarbanes-Oxley legislation to migrate towards a value-added ERM view of risk management.

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  • Launching ERM: Experiences from Progress Energy

    David Fox, director of Enterprise Risk Management at Progress Energy, provided an overview of ERM at Progress Energy at the April 16, 2004 ERM Roundtable.

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  • Board of Director’s Expectations for ERM

    The March 19, 2004 ERM Roundtable featured a panel of three board directors who serve on both publicly traded and privately-held enterprises, who discussed board of director expectations for management’s oversight of enterprise-wide risks.

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  • ERM Lessons, Trends, and Laws

    Dr. Paul Walker, Associate Professor in the McIntyre School of Commerce at the University of Virginia and author of two ERM books, spoke at the February 26, 2004 ERM Roundtable, providing insights gained from his on-site interviews of chief risk officers at well-known companies, such as Microsoft, DuPont, General Motors and Walmart.

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  • Using Technology to Support ERM:  A Case Study

    Companies face added complexity to overall risks threatening an enterprise. Management needs a risk management program that is complete and proactive toward risk. This article highlights steps that Zions Bancorporation took to develop an application to facilitate risk management.

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  • Impact of IT Risks on ERM

    Many technological risks face modern organizations of all types and have become necessary considerations for general auditors. These risks can be placed into the five categories of access control, network…

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  • Benefits of Managed Risks

    When companies don’t guard themselves against substantial risks, the outcome can easily produce a damaged reputation. However, risk management should not discourage growth through eliminating risks, but the reverse should take place and positive risks should be implemented. Therefore, effectively managing the many risks faced by an organization is critical to its success.

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