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Poole College of Management
Enterprise Risk Management Initiative

ERM Initiative Staff

Jul 30, 2019

A Global Outlook: 2019 Risk Report

The 2019 Global Risk Report delves into five key risk themes: economic vulnerabilities, geopolitical tensions, societal strains, environmental fragilities, and technological instabilities. It provides insights into evolving global risks, including the transformation of biological risks and strategies for managing rising sea levels, while also considering the psychological impact of these risks on human society.

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.
Bonnie Hancock and Steve Zawoyski

Jun 11, 2019

Emerging Trends in ERM

Steve Zawoyski, Partner and Head of the Enterprise Risk Management Capability Practice at PWC talks about trends he is seeing with clients’ ERM practices.
Dan Ortiz

May 14, 2019

Building Cross-Functional Risk Expertise

Dan Ortiz of Genworth Mortgage Insurance discusses building cross-functional risk expertise.

Apr 30, 2019

ERM and Sustainability

Over the last decade, corporations have begun paying increased attention to issues involving sustainability and risk oversight, and linking these efforts to an organization's strategy. Research and thought papers now are addressing the growing challenges related to water scarcity, resource availability, climate disruption, waste reduction, and corporate responsibility. Many organizations have embraced the new sustainability movement, but have discovered a wide-range of challenges before them. These initiatives sometimes appear as disjointed, or misunderstood, which lead to a number of problems when getting started.

Apr 2, 2019

2019 The State of Risk Oversight:  An Overview of Enterprise Risk Management Practices – 10th Edition

While most executives perceive that uncertainties in the business environment are leading to more complex risk challenges for their organizations, few executives describe their organization’s approach to risk management as mature or robust, according to a recently released study, 2019 The State of Risk Oversight: An Overview of Enterprise Risk Management Practices. That may be changing, given the majority of organizations have external stakeholders and boards of directors who are calling for more extensive management involvement in risk oversight. Furthermore, business leaders admit that they are not at all or only minimally satisfied with the nature and extent of internal reporting of key risk indicators.

Mar 28, 2019

Achieving Synergies with ERM and Internal Audit

In this interview, Bob Anderson, VP of Internal Audit at The Home Depot, explains the synergy between ERM and internal audit, highlighting how the coordination enhances audit planning and strengthens risk management reporting to the board.

Feb 21, 2019

Are Universities & Colleges Doing Enough to Manage Reputational Risk?

In a recent survey by United Educators, it is clear that more colleges and universities than ever are implementing enterprise risk management (ERM) as a way to prepare for and respond to risks and opportunities. The question is, however, whether institutions are prepared for one of the largest emerging risks to universities and colleges: reputational risk. This article assesses ERM practices at colleges and universities, describes reputational risk factors, and provides the best practices for identifying, prioritizing, and mitigating reputational risks.

Feb 5, 2019

Recognizing the Risk Impact of an Aging Workforce

According to the Bureau of Labor Statistics in their most recent ten-year labor force and employment projections, the number of individuals aged 55 and above in the labor force will grow from 35.7 million in 2016 to 42.1 million in 2026. Organizations will experience this impact in different ways based on their size, growth, industry and historical hiring and layoffs.

Jan 29, 2019

The Three Types of War Gaming

War gaming is a tool that is not utilized often enough by organizations. War gaming provides an organization with realistic situations and outcomes based on a certain set of information. There are three types of decisions that war gaming can have strong influences on which are product level decisions, portfolio level decisions, and market entry decisions. Each type of war gaming provides an assessment of how competitors will react to certain offerings and how they will innovate their own products. This will give an organization insight to make the necessary changes to their services or products to be successful in the market.