Risk

Organizations that have a fairly firm grasp of risk management tend to do fairly well in what James Bone calls the first and second dimensions of risk. It's common, however, for firms to fall short in the third dimension. So what is this third dimension of risk, and how can risk professionals guide their firms into more robust risk management...

Those with less adventurous palates can relate: some of us aren't big on trying new things. But when it comes to risk assessments, sometimes taking a new approach can do you good. Tom Fox shares a novel strategy, the desktop risk assessment, which is a more focused, yet limited take on the more common exhaustive assessment.

The on-boarding process for new third parties represents both the biggest opportunity for risk and the greatest opportunity for improving due diligence. Corrupt agents will make whatever agreements it takes to win business, regardless of their true intentions. Just as troubling is the web of lies these organizations can weave. We've got to beware!

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 corporations are in the process of Implementing the new COSO Framework or are gearing up for the transition, and they'll have to establish the scope of objectives in which to apply the Framework. Candela Solutions' Ron Kral offers 10 key questions companies should be asking themselves to ensure their internal controls are up to snuff.

The need for corporate integrity agreements among health care professionals is broad-ranging, touching activities pertaining to publication, research, and consulting, but - strangely - they have rarely extended to speaker programs. And yet, speaker programs are high risk for abusive practices. Needs assessments should be common practice to manage these risks.

Boards of Directors have traditionally been held liable for overseeing risk management and mitigation, but given the speed at which crisis and scandal travels these days, it makes sense for Boards to play an even more active role, from determining risk tolerance to keeping an eye on known risks and implementing risk mitigation plans.

Smaller companies often don't need the exhaustive risk assessment programs the huge corporations require. For many organizations, in fact, something much simpler fits the bill. Jeff Kaplan of Kaplan & Walker outlines an eight-step process ideal for small to mid-size companies. Simple, but not too simple.

There’s something to be said for correcting issues of corruption, but in some cases the problem is beyond fixing. Corruption in some industries and countries is so pervasive that your organization's best chances of avoiding significant reputational harm and sizeable penalties for regulatory violations lie in simply getting out.

A few months into its fifth year, the Affordable Care Act remains true to its original set of goals and does not appear to be losing its momentum in its quest to reform health care. Author Craig Garner provides expert analysis of the order's impact on the industry -- and some forecasts for what's to come.

CHICAGO, May 28, 2014—In-house counsel are dealing with a lack of resources, impacting their ability to proactively reduce and appropriately react to risks, according to Grant Thornton LLP’s 2014 Corporate General Counsel Survey.

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 the CRO...