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Poole College of Management
Enterprise Risk Management Initiative

All Resources

Jan 1, 2009

Limitations of Traditional Risk Models in Forecasting Risk

The current economic crisis has upset many common assumptions about the global financial system and shaken investor confidence. While there are unique aspects to this crisis, it is important to understand that severe economic crises in general are not rare events. Traditional methods of modeling risk often fail to reflect the frequency of declines and when these declines will occur. It is important for investors to rely on more than the output from traditional risk models in assessing the potential risk associated with investments.

Jan 1, 2009

Global Risk Management Survey

Deloitte’s survey on global financial institutions explores the evolving role of risk management, from board oversight and CRO responsibilities to ERM adoption, emerging risks, and the future of risk management technology.

Jan 1, 2009

The Top Ten Risks for Global Business in 2009

Explore Ernst & Young's analysis of top global business risks, including credit crunch, regulation, and strategic risks. Learn strategies for managing these challenges to protect and grow shareholder value.

Dec 31, 2008

Strategic Business Risk – Top 10 Risks in Business for 2008

Ernst & Young conducted a survey of industry analysts in order to identify the top 10 strategic business risks for 2008. It became clear that there is significant variation in risks between sectors of the economy. Nevertheless, the risks that were rated as having the greatest impact across the largest number of sectors were identified and ranked.

Dec 31, 2008

The Convergence of Enterprise Performance Management and Risk Management

Discover Protiviti's PRIM2 framework, which integrates strategy, risk, and performance management. Learn how to enhance governance, mitigate risks, and achieve strategic objectives through key metrics and proactive planning.

Dec 1, 2008

Aligning Risk Management and Executive Compensation

Boards of directors are charged with corporate governance tasks that include setting executive compensation and developing the corporation's strategic agenda in light of its risk tolerance. Using short-term performance metrics, like stock price or earnings per share, to determine executive compensation may encourage executives to make decisions that are not aligned with the corporation's strategic plan or overall risk appetite.

Dec 1, 2008

Understanding and Articulating Risk Appetite

Risk appetite, when properly understood and articulated, can be a powerful tool for managing risk and enhancing overall business performance by better aligning decision-making and risk. Many organizations have a need for increased clarity regarding their risk appetite and this article provides insights on formulating and defining risk appetites.

Dec 1, 2008

S&P’s ERM Reviews for Non-Financial Issuers – Where Do We Stand?

S&P’s credit reviews now assess ERM practices in nonfinancial companies. This AICPA brief details how S&P evaluates risk culture and strategic data use in its credit rating process. Discover the new ERM criteria.

Oct 22, 2008

Role of Risk Managers and Continuity Planning

Risk management executives have come to the realization that a cohesive corporate risk management strategy is needed in their companies. They are becoming more involved with business continuity planning and helping with preparedness, mitigation, and recovery for operations.

Oct 1, 2008

Using Six Sigma Techniques to Improve ERM Systems

Discover how Six Sigma methodologies can improve ERM processes, helping internal auditors address upside and downside risks while creating stakeholder value through data-driven solutions and risk management strategies.