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Many business cases for Enterprise Risk Management programs begin with what senior management can expect in terms of return on investment (ROI). While ROI may not be the best indicator of ERM success (it’s tough to quantify the monetary value of risks you’ve mitigated), there are simple and direct steps you can take to demonstrate the efficiency your program will gain through the implementation of an ERM system.

On average, risk managers spend 62% of their time on tactical, rather than strategic,

The way that we calculate capital requirements is one of those embedded assumptions that has existed for so long that we fail to think about whether it really makes any sense or not.  And if you do stop and take a step back, you will realize that it actually does not necessarily make much sense. 

We calculate capital requirements looking backwards, when the thing that we will need capital for is in the future.  That backwards capital requirement is only broadly close to being correct for firms th

Lack of transparency makes risk, performance and compliance information hard to discover, collect and maintain. Within every organization, governance areas are conducting activities, each based on different assumptions with different standards, all of which contain a risk component.

While these are typically not thought of as risk activities, when the responsibilities of each governance area are compared to a risk based process – identifying & assessing, mitigating, and monitoring – you find that

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

Governance functions are designed to manage risks that organizations face in operational and back office silos - financial misstatements, fraud, vendor management, disaster recovery, and other activities are all designed to address a subset of an organization’s risk profile. The concept of Enterprise Risk Management is not to create another function that exists in parallel to these areas, but rather creates a standardized methodology and language to objectively prioritize across functions and le

I came across a great presentation on Reputation Risk from Martin Davies of Causal Capital. It outlined the many dimensions of this onerous corporate threat. It offered a definition, a list of risk factors, its impact on a company’s financial condition and proposed frameworks to mitigate its effects.

Crown Equity Holdings Inc. (OTCQB: CRWE) has been experiencing momentum that coincides with the development of the  CRWE-PR Network

The network is a portal for local news, city data and content of interest within the community. Communities are searchable by name and zip code.

National, world, sports and general topics are also covered with up to the minute updates across all sites. The CRWE PR Network offers  - local business listings, restaurant deals, coupon deals, classified ads, real estate l

[Editor’s Note: Organizations have become myopic with GRC solutions, and they can no longer see the forest through the trees. Our new series, brought to you by the LogicManager Analyst Team, will keep you up to date with real world examples of risk management failures, and how ERM could have prevented them.]

In the past few weeks, we’ve seen major automobile companies face huge product recalls due to safety errors, creating negative media attention and certain financial penalties. As a result, a

The Top-Quartile Performance Institute (TQPI) is recruiting master practitioners having 10+ years of executive-level experience to become members. Preference is given to those at the cutting edge of Finance, Process Improvement, Six Sigma, IT, HR, Operations Research, “C-Suite” Leadership, and other performance management disciplines. 

TQPI is a global community of transformation experts partnering to help people, organizations and each other achieve best in class. Globally, we have helped mid-si

April 2014 sees the beginning of a new era. An era of consequences, both intended and unintended, heralding a period of increasing centralized power, where understanding the strength of peers will determine success or failure. The month after the latest Comprehensive Capital Analysis Review (CCAR) results, as the Volcker rule becomes law and with single counterparty limits on the horizon, April will also reveal the much-anticipated fourth season of the fantasy HBO series, Game of Thrones (GoT).

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