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Poole College of Management
Enterprise Risk Management Initiative

ERM Initiative Staff

Don Pagach and Rick Moyer

Feb 4, 2020

Integrating ERM, Compliance, and Audit to Provide a Comprehensive View

Rick Moyer, CRO at Stanford University, provides insights on to help others better integrate ERM, compliance and internal audit.

Jan 24, 2020

Predictive Risk Intelligence Strategies

Predictive Risk Intelligence, or PRI, is the future of risk management. The article, published by Deloitte, introduces the concept, explains monitoring methods and provides examples as to how advanced analytics can help organizations prepare for emerging risks by leveraging both internal and external data sources. This concept can provide value in many ways such as reducing manual intervention and the potential for human error and helping companies predict risk before the loss event occurs.

Jan 24, 2020

Categorical Thinking

Categorical thinking is the old-school thinking style and change is necessary in order to succeed in the modern day economy. This article from Harvard Business Review provides an in-depth analysis of the four most important dangers created by categorical thinking through a series of real-world examples and studies. The authors proposed a simple four-step process to combat those dangers and best prepare business leaders for the next wave of the data revolution.

Jan 24, 2020

Preparing for an Uncertain Future: Scenario Planning and War-Gaming

A Risk Intelligent Enterprise puts an organization in the best position to plan for and manage risks, take advantage of opportunities and be flexible enough to respond as the environment changes and risks arise in the future. In doing so, an organization can engage in various strategic initiatives and risk management efforts to identify and mitigate the impact of uncertain futures. This article published by Deloitte, outlines two tools to help companies think outside the box and perform a what-if analysis to gain a wider view of future events that could impact an organization's ability to achieve its strategic objectives.

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.

Dec 12, 2019

Top Risks Report 2020: Executive Perspectives on Top Risks for 2020

The ERM Initiative in the Poole College of Management at NC State University, in conjunction with global consulting firm Protiviti, annually surveys boards of directors and C-suite executives about risks on the horizon for the upcoming year.

Oct 3, 2019

Revamping ERM: How Seven Companies Improved ERM Effectiveness

This case study looks in depth at how seven different organizations have made changes to their approach to ERM to increase engagement in risk management activities from leaders across the organization and to facilitate more risk intelligent decision-making.

Jul 31, 2019

Endpoint Security Risks

Cyber security is an ever-changing risk with continuing innovation of new technologies. As new technologies develop, cyber-attacks evolve with the times. This results in organizations having a difficult time securing their endpoints and incurring substantial costs for each successful cyber-attack (an endpoint device is an internet-capable computer hardware device such as desktop computers, laptops, smartphones, tablets, and printers). This article focuses on a survey that was conducted to find how endpoint security is breaking down and what these organizations are doing to correct the issues.

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

Creating Value from Risk

Are senior executives and organizational stakeholders placing too much confidence in their organization’s risk management capabilities? Deloitte recently surveyed board members and the C-suite to find out how capable these organizations are at integrating risk management within their pursuit of value creation. Deloitte’s main findings point to major overconfidence that should be taken as a warning sign: many stakeholders are likely overstating their risk awareness and capabilities.