ERM and Strategy

Jan 1, 2014

Executive View of Strategic Risk

Learn how global businesses approach strategic risk, manage reputation threats, and adapt to technology disruptors. Insights from Deloitte's and Forbes’ study on evolving risk management practices.

Jan 1, 2014

Learning from Risk Management Mistakes

The Conference Board’s 2014 report reveals key failures in corporate risk management during the financial crisis and offers recommendations to improve board-level oversight and risk identification.

Jan 1, 2014

The Importance of Integrating Risk Management with Strategy

A recent thought paper, 10 Lessons in Integrating Risk Management with Strategy by Protiviti uses examples of both corporate failures and successes to learn what helped those that survived and thrived reach different outcomes than those that failed and disappeared. The thought paper provides lessons learned as well as tools and techniques executives can use to improve their company’s chances of surviving and thriving in an ever-changing world. The thought paper finds that surviving and thriving companies were able to respond to a pending crisis because they integrate risk into their strategic discussions, allowing them to react quickly enough to take advantage of emerging opportunities.

Nov 1, 2013

An Insight into the Benefits of Risk Maturity

Aon’s 2013 Risk Maturity Index Report reveals how mature risk management correlates with better financial performance, including higher stock prices, return on equity, and enhanced resiliency.

May 23, 2013

Spring 2013 ERM Roundtable Summit: Key “Take-Aways”

The Spring 2013 ERM Roundtable Summit showcased best practices in risk management from leading companies like Johnson Controls and Humana. Learn practical strategies to strengthen your ERM processes and drive organizational resilience.

Apr 1, 2013

Improving Strategic Risk Management

McKinsey’s insights highlight CFOs' roles in embedding risk into strategy. Explore actionable steps to improve strategic risk management and achieve a balanced approach to risk and return.

Apr 1, 2013

Five Basics to Managing Innovation Risk

As organizations seek growth through value creation, they often invest in research and development to generate innovations that can propel significant changes and new demand in the marketplace. In the rush to capitalize on the benefits of emerging innovations, organizations often rush to the market based without thinking through the limitations in the models upon which they have based their decision to act. Said differently, innovation carries risks that need to adequately evaluated. A recent Harvard Business Review article by Nobel prize winner, Robert Merton proposes that businesses should adopt five rules of thumb before haphazardly introducing innovations into the market.

Apr 1, 2013

Crowdsourcing, A Tool to Tackle Emerging Strategic Risks

Organizations are turning to “crowdsourcing” as part of their innovation strategy where they leverage the knowledge of “the crowd” to identify emerging trends and opportunities. A recent article in _Harvard Business Review_ highlights crowdsourcing as a problem solving technique. We use that as a springboard to explore how crowdsourcing might be used to leverage the collective talent of the crowd to help organizations deter or manage emerging risks that may affect their strategic success. Crowdsourcing may be a tool that risk leaders can include in their risk identification toolkits.

Mar 1, 2013

Strategies to Manage Risks of Sudden Competitor Disruptions

The introduction of new business models such as cloud computing, apps for model devices, instant information sharing, and free trial of service offerings have suddenly disrupted business models for a number of organizations. The way in which disruptions to an organization’s core business now emerges is often different from how new competitors have emerged in the past, which thereby calls for new ways to manage the risk of disruptive innovations. A recent Harvard Business Review article addresses these issues by focusing on what has changed in this context and how risk managers can better plan for the unknown. The cliché “time is of the essence” could never be more true for planning ahead to mitigate the impact of major market disruptions in what the authors call “big bang” disruptions. They offer strategies and identification techniques to help managers pursue planning for a disruptive environment.

Mar 1, 2013

Using Collaboration Risk Management to Recognize Emerging Risks

Learn how to enhance your ERM program by incorporating emerging risks and collaborating with external partners. Discover how businesses can anticipate change and turn risk into opportunity for growth.