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Poole College of Management
Enterprise Risk Management Initiative

ERM and Strategy

Feb 1, 2012

Twelve Areas of Risk a Board Should Consider

Explore Deloitte’s insights on twelve key risk areas boards should address, from global economic uncertainty to talent management and regulatory compliance, essential for aligning strategy and risk management in today's challenging market.

Feb 1, 2012

The LEGO Group’s Four Elements of Risk Management

Learn how LEGO Group's strategic risk management approach, including Monte Carlo simulations and the PAPA model, enhances decision-making, prioritizes risks, and prepares the company for uncertainty.

Jan 1, 2012

Risk Management in Deloitte’s 2011 Board Practices Report

Deloitte's Board Practices Report reveals key findings on board involvement in strategy, risk oversight, and governance. Explore trends in risk committees and board responsibilities for public and non-public companies.

Jan 1, 2012

The World Economic Forum’s Global Risks 2012 Report

Discover the top 50 global risks identified by the World Economic Forum, covering economic, environmental, geopolitical, societal, and technological threats, and their interconnected consequences for global stability.

Dec 1, 2011

IT Projects – Black Swans Aren’t so Rare

Major IT projects face high risks of black swan events, but success is possible. Learn from case studies and seven strategies for achieving IT project success.
David Hughes

Nov 2, 2011

Interviewing as a Technique for Risk Identification

David Hughes, Assistant VP of ERM and Business Continuity Planning at Hospital Corporation of America, discusses the interviewing process the company employs to identify top strategic risks.

Sep 1, 2011

Business Leaders and Global Capitalism Risk

Harvard researchers identify global disruptions threatening market capitalism and advocate for business leadership in innovation, strategy, and public policy to address systemic challenges and ensure sustainability.

Sep 1, 2011

Corporate Crisis: What are the Similarities and What Can We Learn?

Discover insights from Case Business School's analysis of corporate crises, highlighting risk categories, the dangers of groupthink, and strategies for evolving ERM to tackle inherent industry risks.

Aug 1, 2011

Risk Identification through “Rooted Maps”

Discover how rooted maps enhance risk identification by visualizing global risks from specific perspectives. Learn how geographic, cultural, and policy differences shape business strategies and improve executive decision-making.

Aug 1, 2011

Avoiding Confirmation Bias in Decision Making

Executives today are becoming even more aware of the biases within their own mind that can prevent them from making the correct decisions. One of these major biases is confirmation bias, which is the phenomenon in which people throw away any evidence as irrelevant if it contradicts their initial notion of the situation. Increased awareness of the decision making process can help executives better evaluate situations when coming to a major decision. Confirmation bias is likely to be present in any risk identification and risk assessment task as new information comes to light that might contradict our preconceived notions about a risk event. This thought paper explores twelve questions to think through before jumping into the deep end and making a major decision with an unfounded assumption as its base.