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Poole College of Management
Enterprise Risk Management Initiative

ERM and Strategy

Sep 1, 2014

Trends that are Shaping the Next Fifty Years

Learn how emerging market growth, technological advancements, and aging populations are transforming global business strategy. Explore the key forces driving these changes and their implications for senior executives.

Jun 16, 2014

2014 Research Report on Current State of Enterprise Risk Management

Explore insights from the NC State ERM Initiative's latest report, developed in partnership with the AICPA, which examines the maturity of enterprise risk management processes across various organizations and highlights opportunities for better integration with strategic planning.

Jan 1, 2014

Value Killers in the Current Risk Environment

Explore Deloitte's study on the root causes behind major stock value losses, revealing key risk factors like liquidity, interdependencies, and compensation culture, along with strategies to mitigate these risks and shorten recovery time.

Jan 1, 2014

The Importance of Integrating Risk Management with Strategy

A recent thought paper, 10 Lessons in Integrating Risk Management with Strategy by Protiviti uses examples of both corporate failures and successes to learn what helped those that survived and thrived reach different outcomes than those that failed and disappeared. The thought paper provides lessons learned as well as tools and techniques executives can use to improve their company’s chances of surviving and thriving in an ever-changing world. The thought paper finds that surviving and thriving companies were able to respond to a pending crisis because they integrate risk into their strategic discussions, allowing them to react quickly enough to take advantage of emerging opportunities.

Nov 1, 2013

An Insight into the Benefits of Risk Maturity

Aon’s 2013 Risk Maturity Index Report reveals how mature risk management correlates with better financial performance, including higher stock prices, return on equity, and enhanced resiliency.

May 23, 2013

Spring 2013 ERM Roundtable Summit: Key “Take-Aways”

The Spring 2013 ERM Roundtable Summit showcased best practices in risk management from leading companies like Johnson Controls and Humana. Learn practical strategies to strengthen your ERM processes and drive organizational resilience.

Apr 1, 2013

Five Basics to Managing Innovation Risk

As organizations seek growth through value creation, they often invest in research and development to generate innovations that can propel significant changes and new demand in the marketplace. In the rush to capitalize on the benefits of emerging innovations, organizations often rush to the market based without thinking through the limitations in the models upon which they have based their decision to act. Said differently, innovation carries risks that need to adequately evaluated. A recent Harvard Business Review article by Nobel prize winner, Robert Merton proposes that businesses should adopt five rules of thumb before haphazardly introducing innovations into the market.

Apr 1, 2013

Crowdsourcing, A Tool to Tackle Emerging Strategic Risks

Organizations are turning to “crowdsourcing” as part of their innovation strategy where they leverage the knowledge of “the crowd” to identify emerging trends and opportunities. A recent article in _Harvard Business Review_ highlights crowdsourcing as a problem solving technique. We use that as a springboard to explore how crowdsourcing might be used to leverage the collective talent of the crowd to help organizations deter or manage emerging risks that may affect their strategic success. Crowdsourcing may be a tool that risk leaders can include in their risk identification toolkits.

Mar 1, 2013

Strategies to Manage Risks of Sudden Competitor Disruptions

The introduction of new business models such as cloud computing, apps for model devices, instant information sharing, and free trial of service offerings have suddenly disrupted business models for a number of organizations. The way in which disruptions to an organization’s core business now emerges is often different from how new competitors have emerged in the past, which thereby calls for new ways to manage the risk of disruptive innovations. A recent Harvard Business Review article addresses these issues by focusing on what has changed in this context and how risk managers can better plan for the unknown. The cliché “time is of the essence” could never be more true for planning ahead to mitigate the impact of major market disruptions in what the authors call “big bang” disruptions. They offer strategies and identification techniques to help managers pursue planning for a disruptive environment.

Dec 21, 2012

Making the Connection Between Strategy-setting and Risk

Organizations invest a great deal of effort in developing and executing their business strategies. Even so, winning business models are all-too-often subject to catastrophic failures in the blink of an eye. Didn't these companies see trouble coming? The answer: probably not, but only because executive managers did not think hard enough about risk during the strategy-setting process. This white paper from Protiviti Inc. explores the concept of strategic risk and provides an approach for incorporating risk assessment into the process of strategy-setting. By combining these processes, managers will be better equipped to make decisions for their organizations now and in the unknown future.