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Poole College of Management
Enterprise Risk Management Initiative

Risk Monitoring and Communications

Mar 4, 2020

Using ERM to Navigate Coronavirus and Other Pandemic Risk Events

Discover how ERM processes help organizations manage risks associated with events like the coronavirus. Mark Beasley shares key steps to mitigate the impact of this evolving global crisis.

Feb 17, 2020

Re-energizing the ERM Process

Linda Milburn-Pyle shares her approach to refreshing the ERM process at Advance Auto Parts, emphasizing practical strategies, senior executive input, and future priorities like automation and data analytics.

Jan 16, 2020

Transforming Reputation Risk Management

Explore how organizations can proactively manage reputation risk by separating signals from noise, identifying third-rail issues, and forecasting long-tail crises to protect their brand and mitigate financial losses.

Jan 9, 2020

The Art & Science of Key Risk Indicators: A Case Study Analysis

Many organizations struggle to develop Key Risk Indicators (KRIs) that will provideearly warnings that risks may be more likely to materialize. This case study looks at 5 different organizations that have put KRIs in place and delves into the timing and rationale behind KRI implementation as well as the methods used to develop KRIs and the ongoing risk reporting and monitoring.

Jul 30, 2019

CEO and Board Risk Management

Senior leaders often view threats in a vacuum, acknowledging their existence but missing the mark on how best to solve them. These leaders tend to know that threats are on the horizon but, in many cases, are not managing them in a strategic way. They are not seeing these critical threats as interconnected, complex risks that, when managed correctly, could create opportunities for accelerating growth. Managing risk is a critical facet of the roles of CEOs and board members. This is particularly true in today's environment of ongoing disruption, innovation, and technological change.

Jul 30, 2019

Succession Planning for the Future

Boards of all types of organizations should look to advance their succession planning and to link this process to their strategic goals. A strategic approach delivers benefits to board performance and increases long-term stakeholder value. When properly implemented, succession planning is an important process that takes into account the company’s evolving business, and an increasing need for transparency among investors.

May 1, 2019

The ERM Journey Continues: Reflections from the Spring 2019 NC State ERM Roundtable Summit

The 2019 ERM Roundtable Summit showcased how organizations are enhancing ERM integration with strategy and improving risk conversations, highlighting automation, data analytics, and cross-functional risk management approaches.

Mar 28, 2019

Achieving Synergies with ERM and Internal Audit

In this interview, Bob Anderson, VP of Internal Audit at The Home Depot, explains the synergy between ERM and internal audit, highlighting how the coordination enhances audit planning and strengthens risk management reporting to the board.

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.
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.