All Resources

Jun 1, 2012

Super Bowl Embraced ERM

The 2012 Super Bowl leveraged ERM principles to tackle event-specific risks. Learn how the Host Committee managed reputational and operational risks, emphasizing comprehensive response strategies and the importance of an enterprise-wide view.

Jun 1, 2012

Preparing for a Corporate Crisis Before Significant Risks Materialize

Learn the five essential steps for crisis management and how boards can oversee corporate efforts to plan, respond, and maintain resilience during challenging situations.

Jun 1, 2012

Categorizing Risks for More Effective Risk Management

Organizations often employ a rules-based model to manage risk; however history suggests that such an approach may not be an effective way to manage all types of risk. This Harvard Business Review article provides a framework for thinking about risk management that is centered on breaking an organization’s risks into three categories. The authors demonstrate, through real-world examples, how each category of risk is best managed through certain types of risk management mechanisms. Each of these mechanisms plays a role in strengthening the organization’s overall risk management function.

May 17, 2012

Sustainability: Considerations that Can’t be Ignored from a Strategic Perspective

Sustainability is becoming a strategic priority for businesses worldwide. An MIT Sloan and BCG report highlights how top companies, called "Harvesters," are leveraging sustainability to drive profitability and innovation while managing risks.

May 15, 2012

Allegations of Risk Management Overrides Swirl at JPMorgan Chase

JPMorgan's $2 billion loss underscores the importance of risk management and culture, as executives face scrutiny for sidelining risk concerns.

May 1, 2012

Managing Levels of Innovation Risk

The highly competitive landscape and the rapid pace of change means organizations must continually seek to innovate to survive and grow. For many, their rush to get new innovations to market overlooks critical risks that threaten the success of those initiatives. More organizations are seeing first-hand how difficult of a task it is to mitigate innovation risk. The Harvard Business Review (HBR) article "Managing Your Innovation Portfolio" highlights how organizations can, through the balance of diversifying and appropriately focusing efforts within their innovation portfolios, achieve higher returns over their long-term innovation investments. The authors of this article discuss issues dealing with managing innovation and ways to initially guide management.

May 1, 2012

Lack of Senior Manager Support Impairs Risk Management

Here's a new twist to "risk management" one of the most damaging risks an organization may face is "management" itself. The article "Risky Management" in Disaster Recovery Journal highlights the realities of how management's attitude and embrace of risk management approaches can undermine the organization's effectiveness at managing key risk events. Although many executives understand that risk management benefits everyone, not all share this view. The article outlines three categories of management that have a negative effect on an enterprise's risk management strategies: management that ignores reasoned words, management that works against others' efforts and management that is nonexistent in the execution of a plan.

May 1, 2012

How to Manage Risks Associated with Organic Growth Strategies

Discover four rules for managing risks in organic growth strategies. Learn how executive oversight enhances alignment, mitigates fragmented efforts, and promotes a consistent, organization-wide growth culture.

May 1, 2012

S&P’s Preliminary Changes for Scoring Management and Governance for Credit Rating Purposes

S&P introduces proposed criteria for scoring management and governance in credit ratings, assessing strategic, risk, and governance factors. Learn about the four key factors influencing these scores and their impact on creditworthiness.

May 1, 2012

Risks Associated with Product Development

With over 50 years of experience in advising companies on product development efforts, the authors of this Harvard Business Review article present six flawed assumptions that bring rise to risks associated with product development. Product development managers often follow conventional assumptions to execute their projects effectively and efficiently based on the belief that these lead to the most productive approach. But often, risks associated with product development rise due to fallacies in these assumptions causing major delays, glacial progress, and costly failures.