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Poole College of Management
Enterprise Risk Management Initiative

ERM Leadership and Governance

Aug 20, 2009

Risk Intelligent Governance: A Practical Guide for Boards

Explore Deloitte’s six key actions for enhancing risk governance, from defining board roles to fostering a risk-aware culture. Learn how boards can integrate risk intelligence into strategy and oversight for better governance.

Aug 1, 2009

A New Landscape for Risk Management and Oversight

Ernst & Young's research highlights the shift towards a holistic view of risk management, emphasizing dynamic risk assessments and the critical role of boards and audit committees in risk oversight. Explore essential questions for evaluating risk management processes and aligning them with company strategy.

Jul 16, 2009

Walker Review on Corporate Governance in the UK Banking Industry

The Walker Review addresses governance failures in UK banks, proposing key changes to improve risk oversight, board effectiveness, and remuneration policies for stronger financial risk management.

Jul 1, 2009

Uncertainty in Business

Explore how leaders can balance today’s complex challenges with future uncertainties. Learn about key leadership characteristics and strategies to address both immediate and long-term priorities in this insightful article.

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 1, 2009

Getting Risk Appetite Right

Learn how to improve risk appetite frameworks by addressing common failures, enhancing risk identification, aligning management actions, and ensuring boards effectively challenge leadership. Discover PwC's key insights for more robust risk management practices.

Apr 24, 2009

Role of Culture and Judgment in ERM

Discover how KBR integrated ERM into its governance, focusing on culture and communication. David Fox shares valuable lessons learned from KBR’s journey to enhance risk awareness and strategic decision-making.

Apr 15, 2009

Risk Culture of Companies

Risk culture is an area of risk management that has become a recent focus for many boards. Risk culture is the system of values and behaviors present in an organization that shapes risk decisions of management and employees. A first step to addressing the risk culture of an organization is a conversation among management and the board involving topics such as "tone at the top" effective communication, and appropriate incentives. A strong risk culture will take time to develop in an organization and its presence will mean that employees know what a company stands for, the boundaries within which it can operate, and that they can openly discuss which risks should be taken in order to achieve the company's long-term strategic goals.

Apr 15, 2009

Importance of Risk Management Mindset

Many companies that were unprepared for the current economic situation have become hesitant to make decisions regarding the future. For companies to regain confidence in making these decisions there needs to be a realization that risk management models are only as good as the decisions that are made based on the models. As a result, the risk management mindset is just as important as the model. Companies can focus on their risk management mindset by re-defining risk to include a more integrated view of risk and constructing a new "risk architecture" that incorporates information external to the company and looks at interdependencies to help make better decisions and more successfully manage their risks.