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Poole College of Management
Enterprise Risk Management Initiative

ERM and Strategy

Jul 1, 2009

Getting Executive Compensation Right

Explore critiques of executive compensation systems and discover practical governance fixes for aligning CEO pay with long-term performance, shareholder interests, and risk management. Learn how boards and shareholders can take action.

Jul 1, 2009

Determining the Value of ERM

In the current economy, companies are under pressure to justify all major investments, including enterprise risk management (ERM). In this article, KPMG provides some common approaches for valuing ERM programs or ERM components. Placing a value on ERM can help companies realize the return of their investment through reduced costs, increased reputation, and improved decision-making.

May 31, 2009

Reputation Management

Jay Stuller highlights how reputational management is more complex than ever, with constant scrutiny and decreasing trust in businesses. Learn strategies for managing reputational risk and maintaining stakeholder trust in today's evolving landscape.

Mar 1, 2009

Key Areas of Concern in Corporate Governance

Strong corporate governance is essential for boards as they are positioned to lead the way in implementing measures that contribute to economic growth and sustainability. There are four areas of corporate governance the National Association of Corporate Directors (NACD) has identified as being the most important and of immediate concern: risk oversight, corporate strategy, executive compensation, and transparency. Within each area of concern, the NACD provides recommendations from their Key Agreed Principles to Strengthen Corporate Governance for U.S. Publicly Traded Companies document as well as addresses future challenges boards will face in improving governance practices in each area.

Feb 27, 2009

S&P Evaluations of ERM as Part of Credit Rating Process

Standard & Poor’s now includes ERM evaluations in credit ratings to gauge management’s risk oversight effectiveness. Discover how S&P assesses risk culture, strategy, and management’s approach to enterprise-wide risks.

Feb 1, 2009

Internal Auditors Partnership with Management

Internal auditors in the past have been used to examine how well management is performing and how well the company is operating. Now there is a need for internal auditors to work in conjunction with management to oversee risks. CHAN Healthcare Auditors realized this change in internal audit and has developed an audit process and tool that allows for a more effective approach to risk management. Even though the approach is mainly geared towards the healthcare industry, it can be used in numerous industries to determine companywide and departmental vulnerabilities.

Jan 1, 2009

The Top Ten Risks for Global Business in 2009

Explore Ernst & Young's analysis of top global business risks, including credit crunch, regulation, and strategic risks. Learn strategies for managing these challenges to protect and grow shareholder value.

Dec 31, 2008

The Convergence of Enterprise Performance Management and Risk Management

Discover Protiviti's PRIM2 framework, which integrates strategy, risk, and performance management. Learn how to enhance governance, mitigate risks, and achieve strategic objectives through key metrics and proactive planning.

Dec 31, 2008

Strategic Business Risk – Top 10 Risks in Business for 2008

Ernst & Young conducted a survey of industry analysts in order to identify the top 10 strategic business risks for 2008. It became clear that there is significant variation in risks between sectors of the economy. Nevertheless, the risks that were rated as having the greatest impact across the largest number of sectors were identified and ranked.

Oct 22, 2008

Role of Risk Managers and Continuity Planning

Risk management executives have come to the realization that a cohesive corporate risk management strategy is needed in their companies. They are becoming more involved with business continuity planning and helping with preparedness, mitigation, and recovery for operations.