Risk

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...

Many industry experts, professional services firms, private equity firms and corporate acquirers believe 2014 will be a busy year for mergers and acquisitions.

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.

Nothing is more important to developing and maintaining an effective C&E program than risk assessment, and effective risk assessment is, as a general matter, perhaps the most daunting task a C&E officer is likely to face.

Sometimes people operate with blinders. I don’t mean to suggest that people deliberately put blinders on to ignore issues; they sort of just grow into a person’s personality.