In this video interview, Bonnie Hancock, Professor of Practice at NC State Poole College of Management, speaks with Kate Kraycirik, Vice President and Chief Enterprise Risk Officer at the University of Texas M.D. Anderson Cancer Center, about how her team integrates risk insights into strategic decision making across the organization.

Kraycirik shares how M.D. Anderson positioned its ERM program within the Strategy Office to emphasize that enterprise risk management is far more than an assurance function—it’s a critical driver of strategic value. By reporting to the Chief Strategy Officer, her team is embedded in the conversations that shape the organization’s future.

“We wanted to make sure our program captured both the upside and downside of strategic decision making. That’s why we built it into the strategy function from day one.”

Building Risk Awareness Through Training and Relationships

She explains how their ERM training curriculum—delivered to all employees, from frontline staff to senior leaders—ensures consistent understanding of risk principles and encourages ownership across the enterprise. Executives participate in a half-day interactive workshop that walks through a hypothetical strategic decision using ERM tools.

Kraycirik also emphasizes the importance of relationship-building in gaining leader buy-in.

“It’s all about building trust. You meet leaders where they are, understand their goals, and help them get there. Risk management becomes an ally, not a hurdle.”

Customizing Risk Insights to Support Decision Making

Her team customizes risk reporting to suit various audiences, ensuring that insights are both timely and actionable—whether for finance teams or operational leaders—while maintaining an enterprise-wide risk perspective.

Watch the full interview to hear more of Kate’s strategies for embedding ERM into the core of strategic planning, fostering collaboration, and curating insights that truly influence decision making.