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«Implementing enterprise risk management»

Results-Based BudgetingFIVE KEY CHANGES TO PRACTICE THE WHATInterviews within the Police ServiceSETTING THE CONTEXTABOUT THE CONTRIBUTORSTangible ResultsABOUT THE CONTRIBUTORPresident's Advisory Committee on ERM (PACERM)WHAT THE CONSULTANT HEARDSOME USEFUL METHODOLOGYChoices Made in 2012/2013Chief Administrative Officer of the CityLESSONS LEARNEDEfficient Frontier Insurance FrameworkOperational Risk Management Case Study: Bon BoulangerieLeveraging ERM to Practice Strategic Risk ManagementTerminologyInitial PlanningTHE COMPANYWho Was to Blame?CIB Gets a Boost from Trading TalentStep 4: Link Programs, Initiatives, and RisksStep 2: Identify Key Risk ElementsMarket RisksMESSAGE FROM THE CEO REQUESTING TO MEET THE AUTHORZURICH GROUP'S ENTERPRISE RISK MANAGEMENT FRAMEWORKThe Astro GroupABOUT THE CONTRIBUTORTHE LEGO GROUP STRATEGYInformation TechnologyRisk FrameworkPREMIUM REBATE PROGRAMERM at TD BankMeasuring Performance at Intuit: A Value-Added Component in ERM ProgramsERM STRUCTURE AT UWOperational RisksPreparation of the Author's Report and Communication with the RegulatorInterview DataRisk Appetite DeterminationAPPENDIX A: JAA INC. FINANCIAL STATEMENTSAn Innovative Method to Teaching Enterprise Risk Management: A Learner-Centered Teaching ApproachASSOCIATION B: RCT HOMESMONTE CARLO SIMULATION (STEP 2)Strategic Risk Management Lab CommentaryThe RCT SubsidiariesFirst Evolution: ERM Process AdoptionBusiness OperationsBACKGROUNDRISK AND VALUE AT RISK OVERVIEWRisk OwnersIV Specialized Aspects of Risk ManagementMAJOR ACQUISITIONROLE OF ERM IN THE ACQUISITION PROCESSPROTECTED HEALTH INFORMATION VALUE ESTIMATOR (PHIve)Step 1: Identify StrategyABOUT THE CONTRIBUTORRisk Management MethodologyREVITALIZING THE ERM PROGRAM – 2009-2010ERM and StrategyBACKGROUNDExample #12. Chapter 20: Legal Risk Post-SOX and the Subprime FiascoMATURING: YEARS 1 AND 2BACKGROUNDThe Responsibility for LearningPREPARING FOR UNCERTAINTY: DEFINING AND TESTING STRATEGIES (STEP 4)CORPORATE RISK EXERCISEClinical RepercussionsStrategic Risk Management Lab CommentaryERM in Practice at the University of California Health SystemGOVERNANCECHARITABLE STATUSCapital Budgeting ModelsLessons from the Academy: ERM Implementation in the University SettingLeadership from the Top: President Outlines the ChargeScopeSociete Generale Group Snapshot, December 2006STATEGIC RISK MANAGEMENT RETURN ON INVESTMENTTHE EVOLUTION OF ENTERPRISE RISK MANAGEMENTCORPORATE GOVERNANCE IN MALAYSIACocoa Markets OverviewCAUSE AND EFFECT ANALYSISLEVERAGING ERM TO PRACTICE STRATEGIC RISK MANAGEMENTASSOCIATION A: LONDON & QUADRANTSOME BACKGROUND ON THE HOPE CITY POLICE SERVICETHE TRANSFORMATION PROCESSFORCE FIELD ANALYSISCHESSFIELD BOARD MEETING TO DISCUSS THE AUTHOR'S RECOMMENDATIONSComparison of pm2 and ISO 31000 FrameworksThe Role of VaR in Enterprise Risk Management: Calculating Value at Risk for Portfolios Held by the Vane Mallory Investment BankPOLICING AND RISKMECO RISK MANAGEMENT BACKGROUNDABOUT THE CONTRIBUTORLooking to the Future: JAA's Management of UncertaintyTHE ACQUISITION AND DUE DILIGENCERisk Management FrameworksStrategic Risk Management Lab CommentaryLEGO STRATEGIC RISK MANAGEMENTTotal Risk Profiling ToolOrganizational Placement of ERMStrategic RisksCONCEPT FANSERM DEVELOPMENT IN THE PASTLessons Learned: Identifying RisksCity Auditor's ReportERM: A REEXAMINATION OF PURPOSETOWARD ERM PROGRAM INITIATIONZurich Hazard Analysis ToolERM AND THE CENTER FOR HEALTH QUALITY AND INNOVATIONFIRMS THAT FAILED TO NAVIGATE THE CRISISOUTCOMES AND LESSONS LEARNEDMODERN PORTFOLIO CONCERNS CONTAINED IN THE FRAMEWORKREFERENCECitizens against Racism Community GroupPurposeFinancial RepercussionsWHAT NEXT?: CURRENT PRIORITIES AND FUTURE DIRECTIONThe Monitor and Review Step – Focus of AOL's ERMStrategic Risk Management Lab CommentaryTHE COMPANYSPECIFIC CHALLENGES AND OBSTACLES OBSERVED IN RISK MANAGEMENTExample #5. Chapter 11: How to Prepare a Risk ProfileForewordHousing Association Case Study of ERM in a Changing MarketplaceGetting to the Root of the ProblemAbout the EditorsSPECIAL SITUATIONSABOUT THE CONTRIBUTORSBringing It All TogetherWE HAVE TO BUILD THE CHIEF RISK OFFICER/RISK MANAGER PROFESSION FROM SCRATCHProject ManagementPRACTICAL APPLICATIONS OF RISK MEASUREMENT FOR INSURANCEPerceived RisksCATEGORIZING VARIOUS RISKS AT ZURICHA – QUESTIONSEstablishing the Governance SystemTHE ENTERPRISE RISK MANAGEMENT PROGRAMFIVE WHYS ANALYSISLessons Learned: Developing Top Risks Lists and Reporting to Senior ManagementREPORTINGBACKGROUND AND IMPLEMENTATIONAnalysis of Capital AdequacyERM Program StaffIII: LINKING ERM TO STRATEGY AND STRATEGIC RISK MANAGEMENTPHASE 2 – SUCCESSRisk Management ApproachBENEFITS OF MEASURING PERFORMANCE IN ERM PROGRAMSUnderstanding an Organization's Risks Helps Reinforce the Risk CultureLEARNING FROM THE FIRST ERM INITIATIVESELECTING AND TESTING A STRATEGIC RISK MANAGEMENT MODELKILGORE CUSTOM MILLINGCEO COMPENSATION ISSUEPilot pm2 Risk Scorecard MethodologyExerciseUsing Key Performance Indicators to Measure Risk Management EffectivenessRisk Management ProcessWhat Actually HappenedExample #6. Chapter 13: Quantitative Risk Assessment in ERMMilk Markets OverviewScope of the Risk FrameworkValue and Risk: Enterprise Risk Management at StatoilJPMorgan ChaseChair of Hope City Chamber of CommerceManagement Committee Meeting, December 2011TEMPLATE EVOLUTIONADOPTING AND IMPLEMENTING ERM IN COLLEGES AND UNIVERSITIESENTERPRISE RISK MANAGEMENT AT ZURICHReputation RisksERM PROCESSES IN STATOIL TODAYDefining Risk CriteriaFMECA Example 1: Engineering ProcessOrganizational Type Impacts Institutional CultureTotal the ImpactsGOVERNANCE DOCUMENTS, INTERVIEWS, AND ON-SITE OBSERVATION REQUESTED BY THE AUTHORComparing RCA ToolsADDITIONAL TOOLS AND TECHNIQUESEmerging Risk GroupAPPENDIX I: BLUE WOOD CHOCOLATESINFLUENCE DIAGRAMSFOUR ASSOCIATIONSOptimizing the Risk and Reward Balance at ZurichBoard-Level Risk Committee and Executive Risk Committee ResponsibilitiesRoles and ResponsibilitiesStep 3: Score Risk ElementsFinanceRISK AGGREGATIONPerceived RisksWHISTLE-BLOWER COMPLAINTKilgore Custom MillingAPPENDIX II: THE HERSHEY COMPANYONE: KERVIEL'S TRIAL – A MEDIA CIRCUSERM at Malaysia's Media Company Astro: Quickly Implementing ERM and Using It to Assess the Risk-Adjusted Performance of a Portfolio of Acquired Foreign CompaniesI Overview and Insights for Teaching ERMABOUT THE CONTRIBUTORLegal and Regulatory RepercussionsLessons Learned: Strategic Risk Mitigation and Decision SupportTHE PAPA MODELRisk MeasurementDEVELOPING A MORE SOPHISTICATED APPROACH TO RISK ANALYSIS AND EVALUATIONPerceived RisksASSOCIATION C: ABILITY HOUSING ASSOCIATIONERM/Integrated Risk OutcomesMECO STRUCTURENerds GaloreABOUT THE CONTRIBUTORSSpecific IssueBACKGROUND – OPERATING ENVIRONMENTSAMPLE CASE STUDYV Mini-Cases on ERM and RiskHELPING THE BOARD MAKE INVESTMENT DECISIONSTHE INVESTMENT PERFORMANCE DASHBOARDJPMORGAN CHASE AFTER THE CRISIS: THE PERILS OF HUBRISMANAGING AND MEASURING VALUE CREATIONExample #2. Chapter 3: ERM and Its Role in Strategic Planning and Strategy ExecutionERM AT STATOIL: A BRIEF HISTORYASTRO OVERSEAS LIMITEDLeadershipThe Role of Root Cause Analysis in Public Safety ERM ProgramsExample #4. Chapter 8: Identifying and Communicating Key Risk IndicatorsBACKGROUNDABOUT THE CONTRIBUTORMajor Competitive FactorsBACKGROUNDUses of Efficient Frontier Analysis in Strategic Risk Management: A Technical ExaminationTD Bank's Approach to an Enterprise Risk Management ProgramABOUT THE CONTRIBUTORABOUT THE LEGO GROUPROLE OF THE CHIEF RISK OFFICER AND GROUP RISK MANAGEMENT AT ZURICHRISK MANAGEMENT FRAMEWORK – ACCOUNTABILITYPostmortemLEARNER-CENTERED TEACHING: THE WHYCONTEXT – CITY OF EDMONTONQUESTIONSRESTARTING THE PROGRAM-2006-2008OPERATING PLAN WORKSHOPSTHE NEW CONTRACTAdopting and Adapting the COSO ModelLOOKING FORWARDWORKING WITH EXTERNAL STAKEHOLDERSWhy LCT?Developing a Strategic Risk Plan for the Hope City Police ServiceExample #7. Chapter 14: Market Risk Management/Credit Risk ManagementThe Influence of the Size of OrganizationsVI Other Case StudiesTHE ROLE OF RISK MANAGERS, CHAMPIONS, AND COMMITTEESCommon Language and Common FrameworkRisk Governance StructureInitial Steps: Strategic Planning and Business ObjectivesEast End Residents AssociationPhilosophy of the ProgramDiscovery, Damage Control, and RetributionDocument ReviewRisk Governance Approach at Zurich with Three Lines of DefenseOperational RepercussionsInternal AuditExample: Cause and Effect Analysis on Homelessness and the Criminal Justice SystemThe Function of ContentWHY THE NEED FOR A BOOK WITH ERM CASE STUDIES?Value at RiskSECTOR ISSUESII: ERM IMPLEMENTATION AT LEADING ORGANIZATIONSSystem ReliabilityABOUT THE CONTRIBUTOREnvironmental Protection DepartmentLearner-Centered TeachingSector RisksCAPITAL ALLOCATION: A FREQUENTLY MISSED PART OF THE ERM FRAMEWORK AND RISK TREATMENTDeveloping Accountability in Risk Management: The British Columbia Lottery Corporation Case StudyEditor of the Hope City TelegraphInternal Control FrameworkExample #3. Chapter 5: Becoming the Lamp Bearer – The Emerging Roles of the Chief Risk OfficerWHO IS GETTING MANAGEMENT BUY-IN FOR ERM?MAIN ISSUES IN POLAND'S ERM IMPLEMENTATIONBringing Everything TogetherABOUT THE CONTRIBUTORV: MINI-CASES ON ERM AND RISKSociete Generale – The Rise of TradingTOTAL RISK OPTIMIZATION: LESSONS LEARNEDACKNOWLEDGMENTSTurning Crisis into Opportunity: Building an ERM Program at General MotorsExternal AuditorsREGULATORY ENVIRONMENTConstructive Dialogue and ERM: Lessons from the Financial CrisisKey Success FactorsCreating a Risk-Aware CultureSTRENGTHENING THE PROGRAM – 2010-2013Example #8. Chapter 16: Operational Risk ManagementA Strategic Approach to Enterprise Risk Management at Zurich Insurance GroupTHE FINANCIAL RISK MANAGEMENT MEETINGGAME THEORYRecommending a Woman to Serve on the BoardMODERN PORTFOLIO THEORY AS A FOUNDATION FOR EFFICIENT FRONTIER ANALYSISAGRICORE UNITEDRisk Assessment MethodologyHistory, Characteristics, and Assumptions of VaRSTRATEGIC RISK MANAGEMENT FRAMEWORK EXAMINEDEMERGENCE OF ERM IN HIGHER EDUCATIONRisk Management Information Gathering Exercise (January 2010 to June 2011)UW President and ProvostERM FOUNDATIONSABOUT THE CONTRIBUTORCHESSFIELD INC. AND ITS BOARD OF DIRECTORSStarting from Scratch: The Evolution of ERM at the Workers' Compensation FundControl Complacency: Rogue Trading at Societe GeneraleTools and TechniquesExample #1. Chapter 2: A Brief History of Risk ManagementINITIAL ACTIONSTWO CONTENTIOUS RECOMMENDATIONSAlleged Corruption at Chessfield: Corporate Governance and the Risk Oversight Role of the Board of DirectorsGENERAL MOTORS' APPROACH TO ENTERPRISE RISK MANAGEMENTReputational RepercussionsCASE STUDY EXAMPLE: TACKLING VIOLENT CRIMEAdvantages and Criticisms of VaRFMECA Example 2: Operational Tactics Review ProcessSELECTING AN ERM FRAMEWORKERM PERFORMANCE MEASUREMENT AND REPORTING AT INTUITRISK PROFILE: RISK MAP AND ACTION PLANSInsurance RisksCONSIDERATION OF BEHAVIORAL CONCERNS IN STRUCTURETHE FRONTIERSExample #13. Chapter 23: Academic Research on Enterprise Risk ManagementBoard CompositionImplementing Risk Management within Middle Eastern Oil and Gas CompaniesAPPENDIX III: ROCKY MOUNTAIN CHOCOLATE FACTORY, INC.Wells FargoBOARD PERCEPTION OF ERM: "WE HAVE TO CHANGE THE WAY WE RUN THE BUSINESS, BECAUSE LACK OF ERM CREATES INEFFICIENT MANAGEMENT"Goldman SachsRisk ToleranceFour Strategic ScenariosVI: OTHER CASE STUDIESMETHODOLOGY TO DIAGNOSE THE STATUS OF ERM IMPLEMENTATIONABOUT THE CONTRIBUTORSDeveloping the ApproachKEY STEPS IN THE DEVELOPMENT OF THE ERM PROGRAMManagerial SupervisionPresident of the Police AssociationRISK MANAGEMENTToronto Dominion Bank (TD Bank)INTUIT'S ERM JOURNEYMALAYSIAJAA Inc. – A Case Study in Creating Value from Uncertainty: Best Practices in Managing RiskIII Linking ERM to Strategy and Strategic Risk ManagementLeveraging Technology to Support ERMABOUT THE CONTRIBUTORSII ERM Implementation at Leading OrganizationsExample #14. Chapter 10: How to Plan and Run a Risk Management Workshop; Chapter 22: Who Reads What Most Often?SUCCESSFUL FIRMS: JPMORGAN CHASE, GOLDMAN SACHS, WELLS FARGO, AND TD BANKAdvisory Committee Recommendations: Create a Culture-Specific ERM ProgramIMPACT OF THE RISK ASSESSMENT TOOLS ON THE PERFORMANCE OF THE COMPANIESCOMMUNITY VIEWS ON POLICE ISSUESTransforming Risk Management at Akawini CopperStrategic Risk Management Lab CommentaryMission StatementRisk Identification, Assessment, and ReportingWHAT NUMBERS SAY ABOUT ERM MATURITYRISK MANAGEMENT FAULT LINEFailure and RetrenchmentRisk Oversight PrinciplesCity GovernmentTHE BEGINNINGS OF THE RISK MANAGEMENT JOURNEYThe Role of the TeacherHealth System Specialized ProgramsAPPENDIX B: RISK MANAGEMENT POLICYStrategic Risk Management at the LEGO Group: Integrating Strategy and Risk ManagementLawAt First a Few Side Bets, Then Massive SpeculationEVOLUTION OF ERM AT AOLOPTIMIZING TOTAL RISKTerminologyGeneral Risk Management PoliciesPortfolio 1: Energy CommoditiesCase Facts: General BackgroundTHE FUTUREExample #10. Chapter 18: Managing Financial RiskCAPITAL MANAGEMENTMARKET OVERVIEWZurich's Risk RoomCOMPANY BACKGROUNDMARS' ERM HISTORYASSOCIATION D: GREENSQUAREERM MATURITY MODELORGANIZATION CULTURECompliance, Operations, and Finance Council (COFi)RECOMMENDED STRATEGIC ERM MODELBUILDING THE RISK PROFILEObjectives of Risk ManagementExample #11. Chapter 19: Bank Capital Regulation and Enterprise Risk ManagementHope City Citizens for Responsible GovernmentJerome Kerviel, an Ambitious OutsiderUsing Key Risk Indicators to Understand Potential New Risks or Changing RisksRisk Monitoring and ReportingABOUT THE CONTRIBUTOREVOLUTION OF ERM AT UWYOUR TASK: CALCULATING PORTFOLIO VaR FOR VANE MALLORYRisk-Sensitive CultureBlue Wood ChocolatesEvaluation Purpose and ProcessCulture at UWTHE FMECA PROCESSExample #9. Chapter 17: Types of RiskZURICH'S PROPRIETARY TOOLS USED IN ERM FRAMEWORKERM CREDIT FINANCING OUTCOMESObjectives and StrategyLOCAL CULTUREZURICH'S BUSINESS RESILIENCE TOOLSUnderstanding the IssuesTHE CONTEXTStrategic Risk Management Lab CommentaryImplementation History at UWABOUT THE CONTRIBUTORSINTENDED USES FOR OUR APPROACHMoving Forward: Overseeing Strategy and RisksUW'S ERM MODELIntegrated Assessment and AssuranceLINKS TO STRATEGIC PLAN AND TO OTHER STRATEGIC TOOLSConsolidationGAINING SENIOR MANAGEMENT OWNERSHIP FOR TRANSFORMATIONOther InputAROP: ACTIVE RISK ASSESSMENT OF BUSINESS PROJECTS (STEP 3)ERM at Mars, Incorporated: ERM for Strategy and OperationsGLOBAL ROLLOUTEmbedding ERM into Strategic Planning at the City of EdmontonModern Portfolio Theory (MPT)THE MANAGEMENT TEAMCase Study General FindingsChair of Police Service BoardControl EnvironmentSELF-DEALING ISSUEB – QUESTIONSVALUE MAPSBusiness BackgroundEvolution of Risk ManagementOperational Excellence, June 2012 to December 2012Zurich Economic Capital ModelTECHNOLOGYOrganizational StructureLiquidity RisksPrinciplesTHE HIGHER EDUCATION ENVIRONMENTHOW ZURICH USES ITS ERM TOOLS TO CREATE NEW VALUEChallenges and Obstacles of ERM Implementation in PolandCredit RisksRisks Affecting Higher EducationBLUE WOOD FINANCIAL PERFORMANCECURRENT OVERALL ERM DEVELOPMENTTHE TRANSFORMATION PLANStep 5: Determine Indicators and Mitigation ActionsBim Consultants Inc.Findings on the Process of Selecting and Implementing a FrameworkRisk Management Move to Corporate Planning, December 2012 to PresentENTERPRISE RISK MANAGEMENT (STEP 1)Risk Culture at ZurichSugar Markets OverviewENTERPRISE RISK MANAGEMENT AT ASTROTWO: OUTCOME AND LESSONS LEARNEDCONSTRUCTIVE DIALOGUE: THE ESSENTIAL DIFFERENCE BETWEEN FIRMS THAT NAVIGATED THE CRISIS AND THOSE THAT FAILEDFrom Business to Retail to Investment Banking, from Private to Public to State OwnershipInstitutional ProfileTurning the Organizational Pyramid Upside Down: Ten Years of Evolution in Enterprise Risk Management at United Grain GrowersAPPENDIX: LCT ERM EXAMPLES FROM THE HOWThe Reluctant General CounselTHE UNIVERSITY OF WASHINGTON: A JOURNEY OF DISCOVERYFAILURE MODE, EFFECTS, AND CRITICALITY ANALYSISRisk ControlIV: SPECIALIZED ASPECTS OF RISK MANAGEMENTPortfolio 2: EquitiesThe Balance of PowerWar Gaming and Scenario PlanningUW UnitsCalculating Value at RiskHARVESTING VALUEAnalyzing Performance DataLessons Learned: Understanding Corporate CultureSecond Evolution: Risk Mitigation Progress MeasurementAGGREGATIONRISK MANAGEMENT PRACTICES WITHIN MECOThird Evolution: Multidimensional Risk Management Performance Measurement
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