Many efforts to implement ERM are unfocused, severely resourced constrained, and pushed down so far into the organization that it is difficult to establish relevance. The near-term results are “starts and stops” and ceaseless discussions to understand the objective.
Rather than segregating risk management responsibilities into their own silo, making them the purview of only a select few, companies would benefit greatly from an integrated approach in which every person in the organization is responsible to some extent in managing risk. Jim DeLoach presents a method involving five distinct lines of defense. Read on for details. ...
Risk management cannot possibly go well when the parties involved aren't speaking the same (risk) language. Minimize misunderstandings by making sure that everyone involved is operating from the same framework when it comes to uncertainty in environment, process and information for decision making. Jim DeLoach breaks down for us exactly what that means.
There are a myriad of risks to take into account when doing business abroad. Multinationals necessarily face a broader range of risks than smaller organizations do, therefore their risk management practices must be more robust. They must continually assess political landscapes, trends in similar countries and exposure to confiscation, among other concerns.
Rogue traders may be uncommon, but the risks they pose are serious. Jim DeLoach writes on the importance of tone at the top (as well as tone in the middle), prescribes potential solutions, and proposes several questions for Boards and senior executives to consider when seeking to reduce the risks of rogue trading.
It's been made clear that violations of the FCPA can do an organization significant reputational harm and result in some very steep fines. To minimize the damage an employee or agent does to your company when engaging in corrupt behavior, you must have excellent controls in place. Even if the infraction is egregious, the fallout can be ...
Jim DeLoach makes quite the strong argument for the necessity of C-Suite involvement in enterprise risk management. In fact, he argues, executive leadership must not be merely participants in, but owners of the ERM process. Executive management's active participation keeps the focus at a strategic level, ensuring that all potential risks are accounted for.
A host of factors need to be taken into consideration in the selection of a new Chief Risk Officer. Where his or her experience and expertise lies is certainly top of mind, but more qualitative aspects of the candidates' skill set and capabilities carry weight, as well. How are the prospective hire's critical thinking skills, for instance? ...
If the CRO or risk leader is to be effective and successful in the organization, he must be given full access to the Board, participate in high-level discussions and strategy setting and seen as an equal to the other C-Suite leaders or executives. The company and its leadership must appear to value the risk management function and enable ...
Many companies have adopted a risk language to facilitate dialogue within the organization regarding their risks. While we are not aware of an authoritative risk language or model, there are a number of risk models in the public domain that can be useful to ensure the completeness of the event categorization and risk assessment processes.
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