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It is intriguing to see how often individual branches or geographic divisions in a bank have the tendency to re-invent the wheel. 

Why would a bank choose different organizational structures and processes in branches or locations? Why should a credit card application, for example, take 60 minutes in one country and just a few minutes in another? Or why are customer payment orders restricted to electronic channels only in some regions while others use a range of channels?

On the one hand, Lean and

The economic climate and tightening regulations are prompting large enterprises to invest in capability management tools - a new category of software that helps senior decision-makers to understand the organisation’s readiness to implement new initiatives.

Large, complex enterprises run a huge risk every time they implement a new strategic initiative. The risk is that something important will have been overlooked in the planning stage that will cause the initiative to fail, run over time or over

The role of the enterprise risk manager has finally become clear: close the gap between strategic level risks and the operational risks faced at the activity level. Despite being a relatively new corporate discipline, expectations for ERM value are already very high. A recent poll shows us why corporations are desperate for ERM managers to be successful.

The poll, conducted by Harris Interactive of 23,000 corporate full-time employees within key industries and in key functional areas¹ highlights

A study published last week sponsored by Tripwire and conducted by the Ponemon Institute found that while over 80% of security and risk professionals consider their organization's commitment to risk-based security management significant, less than 30% had a formal risk management strategy in place.

Why does such a large gap continue to exist, even as the evidence piles up that organizations with a mature risk framework are better performing and more prepared for an uncertain future?

One hurdle tha

Most agree that working from the top down, meaning to first identify corporate objectives, then focus on the details of how to achieve them is what most managers wish they could be doing more of. However, the reality is most managers are so busy with day-to-day activities that little time is left over to work on the big picture. Everyone agrees the role of ERM is for risk management to be involved in the “key business decisions,” however, some misinterpret this as interviewing only the senior ex

What the Great Wall of China can teach us about Vendor Risk Management

A vendor risk management approach is all about creating centralized standards that transcend business silos, which is very different from the approach taken in traditional vendor management software. Vendor management needs tools with a risk-based approach to overcome their difficulty of objectively putting the vendor compliance pieces together across legal, purchasing , security reviews, and accounts payable silos for contrac

Looking back over my most popular blogs, there was a lot of interest in 5 Steps for Better Risk Assessments and How to Consolidate Compliance Risk Assessments. Due to this interest I have created a complimentary 30 minute webinar on streamlining enterprise risk assessments complete with detailed "how to" examples and visuals that are not possible in a blog format.

Click here to watch this On Demand Webinar or read the full invitation below:

On-Demand Complimentary Webinar Invitation:

Organizations

Looking back over my most popular blogs, there was a lot of interest in "5 Steps for Better Risk Assessments" back in March this year. Due to this interest I have created a complimentary 25 minute on-demand video webinar on this same subject complete with detailed "how to" examples and visuals that are not possible in a blog format.

Click here to watch this On Demand Webinar or read the full invitation below:

On-Demand Complimentary Webinar Invitation:

Risk managers are charged with ensuring transp

Risk management solutions are not a separate module or product. Instead, they compose an approach that adds value to both top-down and bottom-up activities within the organization.

Risk management is in everyone's job description and ERM is all about how to identify the aspect of risk management in every role and connect the dots automatically using the “Six Degrees of Separation Theory” that I discussed in my last blog to get right to the people who know the risk and are responsible for the risk

Effective governance requires changes in the way risks are managed across "stove-pipes" or "business silos". More often than not, when loss events occur it becomes clear after the fact that different silos were holding onto different pieces of the risk puzzle but no one could put the pieces together. So the problem is how to identify risk? 

Many risk managers are so bogged down by loss event capture and incident management, that being able to focus on preventing loss events and identifying emergi

A risk taxonomy, the brains of an enterprise risk management software platform, creates a common language to make working across operational silos possible. It also creates the basis for a risk management discipline, so rather than reacting to seemingly "one off situations" the entire organization can standardize and prioritize how assessment, mitigation and monitoring are applied in a common comparable way to build risk management competency across the enterprise.

See our other blogs Identify C

Organizations need to build a robust Enterprise Risk Management (ERM) framework or risk taxonomy, which provides a holistic view of all information and relationships across the organization. Taxonomy structures and preserves the integrity of information, so as changes occur in multiple parts of the organization, managers can compare risks on an 'apples to apples' basis and connect the dots between business areas. It is the critical foundation of your ERM program and any enterprise risk managemen

Dear  GlobalRisk Community member,

Many of you recently inquired about tips and suggestions for assisting you in preparing for job interviews. According to a recent report, hiring managers spend 80% of their time evaluating compatibility and only 20% on skill sets during the formal interview process. Understanding how to make an impact during the in-person interview is critical to improving your interview-to-offer ratio. We are happy to share a full webinar recording from Ivy Exec to help you