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Poole College of Management
Enterprise Risk Management Initiative

ERM Initiative Staff

Jan 29, 2019

Joint Venture Blind Spots and Strategies to Avoid Them

Joint ventures are developed through a five stage process requiring complex decisions to be made by varying teams. Joint venture success depends heavily on cross-process discipline throughout business planning and implementation while simultaneously be aware of and counteracting common blind spots. These blind spots are pressures that can undermine joint venture success. They include rushing to completion, a lack of leadership continuity, declining parent involvement, and insufficient planning to respond to changes in risk. This article discusses the causes of these blind spots and strategies to avoid them.

Jan 29, 2019

Risk Management with Third-Party Suppliers

Discover how financial institutions manage third-party risks under increasing regulatory scrutiny. Learn about McKinsey’s six-element approach for risk segmentation, due diligence, governance, and effective management reporting to mitigate operational and reputational risks.

Jan 29, 2019

Helping Boards Make Better Decisions

Visionary boards enhance decision-making by addressing cognitive biases, focusing on relevant insights, creating optimal conditions for strategic choices, and evaluating outcomes to improve governance and accountability.

Jan 29, 2019

Strategic Risk Transformation for Organizations

Strategic risks are important now more than ever in the economic environment we live in. Regulatory risks arise each year, along with new emerging risks from technology and innovation. That is why it is so critical for organizations to consider their strategy and how it effects their risks. This article summarizes a structured process set out by Deloitte on how to identify risks, and then implement a plan to transform your company to be protected from catastrophic events and to minimize the damage caused by these events.

Jan 29, 2019

The Three Types of War Gaming

War gaming is a tool that is not utilized often enough by organizations. War gaming provides an organization with realistic situations and outcomes based on a certain set of information. There are three types of decisions that war gaming can have strong influences on which are product level decisions, portfolio level decisions, and market entry decisions. Each type of war gaming provides an assessment of how competitors will react to certain offerings and how they will innovate their own products. This will give an organization insight to make the necessary changes to their services or products to be successful in the market.

Jan 29, 2019

Operating in a Digital World

Deloitte Global reveals how organizations can strengthen strategy, technology, and workforce readiness to harness Industry 4.0. Learn the critical steps to innovate and manage emerging risks in this new era.

Jan 29, 2019

The Intersection of Reputation and Cyber Risk

Explore key findings from the 2018 Reputation Risk Study, revealing the importance of swift crisis communication, social responsibility, and proactive management to navigate reputation challenges in a digital world.

Jan 29, 2019

Behaviors That Shape Corporate Culture

Corporate culture and the behaviors that shape them are always a hot topic amongst c-level management, journalists, consultants and employees of the organization. There is a traditional and typically accepted viewpoint that altering the mindsets of employees with fancy phrases and showcasing the desired qualities of culture will lead to behavior change due to employees’ willingness to conform to the new standards. However, corporate culture has three dimensions that affect its alignment which are symbolic reminders, keystone behaviors, and mind-sets. Contrary to popular belief, behavioral changes will have the longest lasting impact on culture.

Jan 24, 2019

Are You Trying to Embed ERM Thinking Deeper in Your Organization?

Extending the Reach of ERM: Techniques for Engaging More Employees
Angela Hoon

Jan 17, 2019

Analyzing Root Causes of Risks

Angela Hoon, Executive Director of Strategic Risk Management at General Motors talks about how her organization analyzes root causes of top risks in order to identify common triggers and points of interconnection.