Example #2. Chapter 3: ERM and Its Role in Strategic Planning and Strategy Execution
TL: Cover the List of 11 Tenets of the Return-Driven Framework (pages 37-38).
LCT: Appraise the list of risk categories for the greatest risk (pages 41-42).
• Shareholder value risk
• Financial reporting risk
• Governance risk
• Customer and market risk
• Operations risk
• Innovation risk
• Brand risk
• Partnering risk
• Supply chain risk
• Employee engagement risk
• Research and development (R&D) risk
• Communication risk
LN: The textbook presentation states that "the framework encourages thinking about these risk categories" (page 41). With LCT, students should be encouraged to do so, and in the learning process incorporate the 11 tenets.
TL: A "genuine asset" is ... (page 38).
LCT: Create a list of "genuine assets" for a company of your choice.
LN: A simple create exercise includes recognize, apprehend, and determine. The teacher may facilitate clarifications and corrections by guiding subsequent classroom discussion in examining, critiquing, and exploring the different lists of "genuine assets."
Example #3. Chapter 5: Becoming the Lamp Bearer – The Emerging Roles of the Chief Risk Officer
TL: The chief risk officer has four major roles: (1) compliance champion, (2) modeling expert, (3) strategic controller, and (4) strategic adviser. In the first role ... (pages 75-81).
LCT: Reviewing Exhibit 5.1 (page 80), distinguish the roles of strategic controller and adviser.
Postulate which role of the chief risk officer is the most important.
LN: Postulating requires memorization, comprehension, distinguishing, and appraisal.
Example #4. Chapter 8: Identifying and Communicating Key Risk Indicators
TL: Key risk indicators are an ERM tool that ... (page 129).
LCT: Distinguish key risk indicators from key performance indicators.
Suggest the key risk indicator practical applications that are most important to achieve the organizational strategy of the company you work for, a company chosen by your group, or the university.
LN: The facilitator role is often needed on this topic, as key risk indicators may
be confused with or closely aligned with key performance indicators.