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This is a copy of the latest CompliSpace blog orginally published at http://http://complispace.wordpress.com/2012/04/04/10-reasons-why-your-enterprise-risk-management-program-wont-work/.  Would love to get your feedback.

In our last blog post we boldly asserted “If You’re Not Practicing Enterprise Risk Management You Should Be”.

So it was with great interest that we came across an article in Risk Management Magazine titled “Is ERM Failing?” which basically summarised the finding of a 2012 PwC repo

Designing an organisation’s Strategy & Risk Management framework does not have to be difficult. Strategy and Risk Consultancy, Manigent, have created an innovative new way for risk and compliance practitioners to quickly develop and document their strategy and risk model: Strategy and Risk Studio for iPad.

Strategy & Risk Studio is a one-of-a-kind application enabling consultants and practitioners to design and define an organisation’s enterprise performance management, enterprise risk management

Value at Risk (VaR) is often criticised. This is especially the case from those who don't use it, no surprise there and I label such propaganda as statistical xenophobia by the masses.

In this post we look at the problems with VaR and what can be done to improve this measure of potential downside.

Click here to continue reading

It is a time of clichés for banks as they currently find themselves caught in a Catch-22, stuck between a rock and a hard place. In the UK, government initiatives such as ‘Project Merlin’ have been put in place to encourage banks to lend more freely. At the same time, new regulations or initiatives such as Basel III, Recovery and Resolution plans and leverage limits are coming to the fore, increasing the capital adequacy and liquidity requirements for banks around the world. So how do banks walk

(A report from 
the Economist Intelligence Unit)

More than ever, boards and senior management want to understand overall risk exposures, and be provided with clear, consistent information in a timely manner. With corporate governance legislation increasingly stressing the importance of personal liability and accountability for executives and non-executives, companies cannot afford to be in the dark about their risk position

 Visibility into decision making can help preserve a company’s reputatio

In the world of operational risk, there are a lot of analysts who believe that they can dimension the impacts from uncertainty by counting the number of events they experience over a period of time and then multiply that count by the average loss amount for the total event horizon they observe.

This approach for quantifying the impacts from uncertainty is full of error and it should be avoided. In fact, let's be clear, it is so fundamentally wrong as a measure of exposure that it isn't even a goo

A study from the Chartered Institute of Internal Auditors revealed that weak risk management systems were  responsible for more than half of all the fines handed out by the FSA to financial services businesses, amounting £38.5m during 2011.

If one needed a strong signal that ineffective risk management and poor internal control systems were taken seriously by the regulator, this is it.

Weaknesses and failures in risk management often result from poor communication and misunderstandings, ineffectiv

Risk taxonomy is the framework of naming, organization and managing the relationships to manage your risk information. Your ERM program and any Enterprise Risk Management (ERM) software you use depends upon it.

Most organizations have an organizational chart of how their people are connected. To be effective in risk management, organizations must also have an organizational chart of how their business processes are connected to create accountability and focus on business value.

The first step is t

How much have recent events affected our perception of risks? How much are insurance firms really using this to their advantage? 

Like so many people, I was riding on the tube this morning when a passing advert shocked me so much that I had to take a picture. People looked at me, a little bewildered and like my actions were odd. I am a risk manager and an econometrician. I like numbers and probabilities. These prices made little sense to me: this is because they arenonsense.

According to this adve

Stakeholder relationships can be complex and full of surprises and hence a perfect space for risk to simmer and sometimes erupt. Perhaps the single most important aspect of stakeholder relationships that sets them apart from other challenges you face is the extremely far reaching effect a poorly managed relationship can have. One minute you can be the flavour of the month and the next there can be a domino effect where first one customer finds you to be off-colour and the word gets out and next

Puneet Kapoor answered a series of questions written by marcus evans before the forthcoming 5th Annual Enterprise Risk Management Conference, March 19-21, 2012 in Chicago, IL. All responses represent the view of Mr. Kapoor and not necessarily those of Walgreens.

What value does the risk management process add to Management’s decision making process?

PK: Decision making is an exercise of making choices. When evaluating choices to make the most appropriate decision, one has to weigh the risks and re

Risk assessments are plagued by subjectivity which means they simply cannot be relied upon to meet their objective. Subjectivity prevents risk assessments from being used across business silos and makes verification by audit or compliance review impossible. Subjectivity can be overcome by using a risk assessment template framework with the following best practice attributes:

1. Adopt a uniform numerical scale -Use a scale of 1 to 10, Scoring is based on a scale from 1 to 10, with 10 having the most

The use of the term “reputation risk” fits the pattern of hyped buzzwords, but the significant volume of money now spent managing corporate reputation risks proves it is more than hype. Reputation dynamics are forcing pivotal business decisions. Penn State increased its acceptance rate to offset a decline in out-of-state applications and an expected drop in the matriculation rate. Deutsche Bank’s CEO Josef Ackerman refused 3-year loans from the European Central Bank concerned it would damage the

"Who is to blame?" How often do we read that line in a newsletter or magazine article about a legal dispute when it all went wrong? Too often, we ignore those little clauses in contracts called indemnities. A slight change in wording in an indemnity can vastly change the circumstances of who pays how much if it does all go horribly wrong. Sometimes the contract gets signed without proper legal review and when we do have legal review, we often suffer from either the Optimism Effect or the Pessimi

It is 8:00pm as the last conversation ends between a Director of Audit and Risk in the Energy sector and an Executive Director in the private equity industry. Although they have only just met, they’ve spent the evening with plenty to talk about, particularly surrounding our first Happy Hour Topic, Strategy and Risk.

At 5:00pm we opened the doors of a quaint London bakery and welcomed professionals from all industries to join us to discuss strategy and risk; three hours on our guests have exchange

Manigentis pleased to announce a successful start to 2012, with two major project wins. One of the projects will be with an Investment Bank assisting them to meet the regulatory obligations from a number of regulators globally, including the FSA here in the UK. The second project is with a legal services regulator with the intention to build additional risk management at a transitional time for the industry, with the introduction of Outcomes-focused Regulation (OFR) and Alternative Business Stru

Andrew Smart, CEO and founder of Manigent, a Strategy and Risk Management consultancy, has recently developed a whitepaper on designing an operational risk appetite statement. This paper outlines a seven step process which enables organisations to deliver an operational risk appetite statement which will meets regulatory obligations while adding real business value. This paper was recently featured in new e-magazine, The Risk Universe, which is a new online publication developed by industry prof

Learn to integrate high business performance and risk management.

Meet the world’s leading risk experts and industry veterans.

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In the pursuit of improving business performance, risks multiply and increase in complexity. How can companies avoid these dangers?

ComplianceOnline, the leading GRC advisory network and regulatory training provider, has teamed up with Risk Luminosity Seminars (RLS) to present the Risk Management Summit: Trans

This white paper presents a low risk, high impact approach to gaining control of regulatory compliance. The procedures, tasks, and behaviors that bear upon compliance can be overwhelming. Yet organizations that can master these activities, operate more efficiently, compete more effectively, and build their brands. Learn how Governance, Risk, and Compliance technologies can help.

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