Every organization is faced with risks and needs to practice some form of risk management in order to maintain the health of the entity. Many take a traditional approach, where risk is managed in silos, with each leader of a business unit (sales, operations, finance, HR, etc.) responsible for managing the risks that fall within his or her area of responsibility.
Enterprise Risk Management (ERM) concepts can help retailers create a competitive advantage out of the business of managing risk. ERM’s “portfolio view” collects all risk and mitigation activity into a single Risk Register. This enables management to coordinate mitigation efforts across functions, rather than leaving risk to be managed in a patchwork fashion among various pockets in the organization. These are the critical areas for retail organizations where embracing an ERM approach adds value and opportunities that would likely otherwise be “missed:”
Topics: Cyber Breach, Cyber Risk, Data Breach, Enterprise Risk Management (ERM), Enterprise Risk Management, Enterprise Risk Management, ERM, Reputational Risk, Retail Risk Management, Risk management, Risk Management Assessment, Risk Management Blog, Risk Register, Social Media Risk
Nine out of the 10 largest bankruptcies in the first half of 2016 were energy companies, according to investment insights publication The Turnaround Letter. Eight of those were oil and gas companies, specifically. Such widespread failures throw not just assets but whole segments of operations up for grabs. As the buyers assimilate these operations, it is no surprise that the acquisitions change the risk profiles of the new owners.
Topics: Due Diligence, Energy Company Mergers & Acquisitions, Energy Risk, Energy Risk Management, Enterprise Risk Management (ERM), Enterprise Risk Management, Enterprise Risk Management, ERM, Mergers & Acquisitions, Oil and Gas Risk Management, Oil & Gas Risk Management, Risk Appetite, Risk Management Blog, Risk Register
It should not be surprising that as technology evolves, so does the way that these innovations are implemented in everyday business. The construction industry tends to exemplify this notion, as new equipment that increases efficiency at the worksite is utilized and embraced. Construction giant, Komatsu, announced this month that it plans to release a series of drones that will be capable of providing the heavy lifting of the foundation work in new construction, deeming the process: “Smart Construction.” This includes equipment such as “aircraft, bulldozers, and excavators” operating unmanned, all of which could, drastically, change the landscape of construction contracting.
The recent Enterprise Risk Management (ERM) Workshop held by North Carolina State University was chock full of valuable information. It was attended by seasoned risk and audit professionals all looking for ways to improve the effectiveness of their own ERM programs.
While it was never the intent of Winston Churchill that his famous description of Russia’s intentions in 1939 would apply to Enterprise Risk Management (ERM), the analogy applies pretty well. “It is a riddle, wrapped in a mystery, inside an enigma, but perhaps there is a key.” I firmly believe there is a key to a proper, productive and easily understood ERM program.
The Wall Street Journal recently reported that fewer than 20 percent of executives say their companies are effectively managing risk. Companies often have a process in place to identify and monitor risks, but fall short when it comes to implementing practices to manage those risks as part of the overall strategic plan. There can be a number of reasons for this shortcoming, including not having a dedicated internal risk management department or lack of qualified risk management professionals in the existing talent pool. As a result, companies that fall into the 80 percent need to begin to develop a sound risk management program as the company could be exposed to risk that could be detrimental to not only the bottom line, but also to its reputation.
A few weeks ago I attended the Enterprise Risk Management (ERM) Roundtable Summit held by NC State University. Although there were many speakers from a number of different industries, the same theme resonated throughout the day. The theme was, in order for any organization to have a successful ERM process it must foster thoughtful discussions between those who are tasked with ERM. As we have mentioned previously, it is easy for ERM to become just another "compliance check-box." However, encouraging a challenging dialogue among team members can certainly help your organization move past the "check-box" mentality.
One of the most effective ways to implement a company-wide Enterprise Risk Management (ERM) Program is to make it interactive and involve participants from all levels of the organization. This will create a sense of teamwork and foster an environment of understanding. Risks are inherent at all levels of an organization, hence the need for interaction and input from various team members throughout the business.
With the multitude of information available, it is no surprise that the process of implementing an ERM Program seems daunting. As highlighted in our prior blog, Strategic Risks: More Important Now Than Ever, one of the very first steps in this process is to form an Executive Risk Committee (ERC).
Topics: Enterprise Risk Management (ERM), Enterprise Risk Management, ERM, Risk Committee, Risk Management Assessment, Risk Management Blog, Strategic Risk Management, TCoR, The ALS Group, Total Cost of Risk, Total Cost of Risk (TCoR)