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Poole College of Management
Enterprise Risk Management Initiative

Risk Culture

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

Jan 8, 2019

The Value Proposition for ERM: From Intangible to Tangible

This case study, The Value Proposition for ERM: From Intangible to Tangible, provides great examples of ways that ERM has added value at six different companies.

Jan 4, 2019

Recognizing the Shamrock Organization and Emerging Risks It May Create

When you think about your organization’s workforce and its related talent needs, there are a number of dynamics to consider. We have all heard about the Millennials and we are beginning to learn about the group that follows them - often referred to as the iGeneration or the Homeland Generation - who bring different skills and expectations to the workforce. Organizations are experiencing the graying of their talent as the boomers are aging. Unprecedented advancements in technology, including the impact with artificial intelligence and digital transformation, are changing how organizations develop and deliver products or services. These developments along with record low unemployment are intensifying skill shortages. And a company named Uber has taught us about the new Gig economy. How will these trends impact the workforce structure for organizations, thereby introducing new types of emerging risks for executives and boards to consider?

Jun 26, 2018

The Relationship between Internal Controls, ERM, and the Business Model

COSO's Improving Organizational Performance and Governance discusses how COSO's Internal Control Integrated Framework and COSO's ERM Integrated Framework relate to the standard business model. The frameworks can contribute to an organization's long-term success. The key takeaway is that good risk management and internal control are necessary for the long term success of all organizations. Improving organizational performance and governance will support this goal.
Beverley Harrington Leacock

Jun 7, 2018

Getting an ERM Process Started

Beverley Harrington Leacock, Director of ERM at Blue Cross Blue Shield of North Carolina (BCBSNC) talks about how her organization started and gained traction with their ERM process.
Takis Martakis

May 17, 2018

Measuring and Assessing Culture in Regards to Risk Management

Takis Martakis, Global Head of People Risk and Culture at Credit Suisse discusses how the company is measuring and assessing the organization’s culture across different business units.
Frank Fronzo

May 1, 2018

Assigning Risk Owners

Frank Fronzo, Vice President, Assistant Treasurer and Corporate Risk Officer at Estee Lauder talks about how his organization assigns risk owners.

Mar 6, 2018

The Risks of Persuasion

Jeff Pollack, the Lynn T. Clark II Distinguished Professor of Entreprenuership at NC State University, shares his insights about the art of persuasion, which may be particularly relevant for ERM leaders as they promote the value of risk management within their organizations.

Sep 14, 2017

Managing Risks of Using Teams Through 3D Team Leadership

Dr. Brad Kirkman, General (Ret.) H. Hugh Shelton Distinguished Professor of Leadership NC State University Poole College of Management, discusses the impacts of 3D Team Leadership.