Tag Archives: operational risk

2016-04-17 by: James Bone Categories: Risk Management 2016 The State of Risk Oversight: NC State Poole College of Management

NYC River View

You must be logged in to view this document. Click here to login

The Risk Environment and the State of ERM Maturity:
Executives recognize that the overall risk environment is increasingly more challenging:
 57% believe that the volume and complexity of risks have changed “extensively” or “mostly” in the last five years. This holds true for organizations of all sizes and types.
 63% admit they were caught off guard by an operational surprise “somewhat” to “extensively” in the last five years. This percentage was even higher for large organizations and public companies.Even though the risk environment is creating tremendous challenges, the overall level of risk oversight is relatively immature and not providing strategic value:
 Only 25% believe their organization has a “complete formal enterprise-risk management process in place,” and that finding has not risen over the past four years, suggesting that organizations have not made significant strides in risk oversight maturity.
 25% describe their organization’s level of risk management maturity as “Mature” or “Robust.” That percentage grows only to about one-third of the larger companies, public companies, and financial services organizations.
 56% indicate that their organization’s risk management process is “not at all” or “minimally” viewed as a proprietary strategic tool that provides unique competitive advantage, suggesting that organizations continue to struggle to position ERM for strategic value.


2016-03-22 by: James Bone Categories: Risk Management Executive Perspectives on Top Risks in 2016 – Research by North Carolina State University’s ERM Initiative & Protiviti

Cambridge side of Charles River in WinterYou must be logged in to view this document. Click here to login

The Protiviti study looked at the following categories of Top Risks in 2016: Macroeconomic risks – Geopolitical risks continue to driver uncertainty and volatility in global markets

Strategic risks drivers continue to emanate from changing regulatory environment, disruptive technologies and customer loyalties; and,

Operational risks include cultural resistance to changing environment, inability to leverage data analytics, uncertainty with supply chain partners and corporate insurance allocations