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Poole College of Management
Enterprise Risk Management Initiative

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Apr 1, 2006

ERM: Building on Section 404

Learn how organizations can enhance risk management by implementing ERM components beyond Sarbanes-Oxley compliance. Discover strategies for monitoring, communication, and leveraging risk for competitive advantage.

Feb 24, 2006

Assessing ERM Practices

Prodyot Samanta outlines how S&P integrates ERM practices into corporate credit rating assessments, covering risk governance, methodology, and infrastructure in evaluating management’s ability to manage risks.

Feb 1, 2006

Risk Management Quantification

Explore the balance between qualitative and quantitative risk management through frameworks like COSO and Basel II. Learn how actuarial models can enhance Enterprise Risk Management and guide organizations in risk classification and appetite strategies.

Feb 1, 2006

Enterprise Risk Management Quantification – An Opportunity

Explore the value of quantitative ERM, including a six-step risk modeling process, to better understand risks, evaluate mitigation strategies, and optimize risk retention and transfer.

Jan 1, 2006

ERM Guide: Frequently Asked Questions

Protiviti’s ERM Guide answers key questions about ERM implementation, offering insights into risk alignment, stakeholder confidence, governance, and managing performance variability.

Nov 18, 2005

Leveraging Compliance into Enterprise Risk Management at Entrust

Entrust Inc. CFO David Wagner discusses lessons from Sarbanes-Oxley compliance and rising information security demands. Learn how these challenges helped Entrust enhance its ERM and strategic risk management practices.

Oct 14, 2005

Enterprise Risk: Overview and a Start-Up Experience

Discover how Delta Airlines launched ERM after 9/11, with Chris Duncan detailing leadership roles, risk mapping, and practical advice for building effective risk oversight systems.

Sep 30, 2005

Evolution of ERM

Business professionals have varied personal definitions of enterprise risk management (ERM) based on their limited exposure to the new idea and their specific encounters with its effects given their roles within their companies. However, in order to better understand risk management, and especially ERM, risk itself must be better understood with greater uniformity than that with which it has been understood in the past. Misconceptions have kept business professionals from understanding risk as measurable in both negative and positive outcomes, as existent even without the occurrence of an event, and as affective of businesses in many areas, not just in the consideration of insurance.

Sep 16, 2005

Cynthia Cooper Provides Insight, Perspective on WorldCom Fraud

Cynthia Cooper's role in exposing WorldCom’s financial fraud highlights the importance of strong ethical leadership, audit independence, and robust fraud prevention measures. Learn key takeaways from her insights.

Sep 1, 2005

Best Practices for Structuring ERM Within the Organization

In order for the risk management division to function properly, it is essential to structure it properly within the firm. The risk management division should be placed in high stature within the firm and should report directly to the CEO. Risk managers should have a deep understanding of the company's business in order to effectively communicate with risk takers in the firm. Structuring the risk management division properly will ensure a more holistic view of risk within the organization.