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ERM online courses. ERM online solution and inclassroom ERM workshop training classes. Develop your enterprise risk management knowledge and skills. Boost your business performance. Build your business resilience. Our enterprise risk management ERM training courses are practical hands on training designed for managers professionals consultants internal and external auditors. Manage enterprise wide risk management better to help boost enterprise performance.

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Enterprise risk management training workshops are available online and inclassroom near you. Choose between distance learning or in the flesh face to face training to suit your learning preference.

Business uncertainty now is not worse. However business uncertainties do change. Managing internal and external risk factors is complex but does not need to be complicated. ERM should be used to set your business strategy not just manage the uncertainties that come out of your business strategy.

Adopting an holistic enterprise wide approach to business risk management enables an enterprise to focus all resources more cost effectively on the key risks that matter to maximise business development opportunities.

Use our ERM training to understand the principles practices and enterprise wide risk assessment process to inform strategic operational and project risk management. Enhance your risk knowledge and business intelligence to integrate threat mitigation and seize new business development opportunities.

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  • Understand ERM theory and practice so your can embed ERM in your organisation
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  • Build the right risk management framework and risk assessment process for your enterprise

Overcome the challenges to implementing and establishing an ERM programme that works for your enterprise.

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Enterprise risk management theory and practice is an holistic approach to business decision making. It is designed to make the best use of business resources.

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Learn strategies to develop collaboration with enterprise risk management development within your business. Create an efficient risk management framework and risk assessment process you can communicate clearly to all employees to embed ERM more effectively.

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Guide To Enterprise Risk Management

In today’s dynamic and interconnected business landscape, managing risks has become an essential aspect of successful enterprise management. Organisations face a wide range of risks, including financial, operational, strategic, and reputational risks, which can significantly impact their ability to achieve objectives and thrive in a competitive environment. Enterprise Risk Management (ERM) provides a comprehensive framework and process for identifying, assessing, and mitigating these risks to ensure sustainable growth and resilience. This article serves as a guide to understanding and implementing ERM within organisations.

  1. Understanding Enterprise Risk Management:

Enterprise Risk Management is a strategic approach that enables organisations to proactively identify, assess, and manage risks across all levels and functions. It involves the systematic integration of risk management practices into an organisation’s decision-making processes, governance structure, and operations. ERM goes beyond traditional risk management, which often focuses on isolated risks, by considering the interdependencies and cumulative effects of risks on an enterprise-wide basis.

  1. Key Components of Enterprise Risk Management:

a. Risk Identification: The first step in ERM is identifying and cataloging all potential risks that may affect the organisation. This involves gathering information from various sources, including internal stakeholders, external experts, industry reports, and historical data. The goal is to create a comprehensive risk register that captures both known and emerging risks.

b. Risk Assessment: Once risks are identified, they need to be assessed in terms of their likelihood of occurrence and potential impact. This step involves qualitative and quantitative analysis to prioritise risks based on their significance. Risk assessment techniques may include scenario analysis, sensitivity analysis, and probabilistic modeling.

c. Risk Mitigation: After assessing risks, organisations develop risk mitigation strategies to reduce the likelihood or impact of identified risks. These strategies may involve implementing controls, transferring risks through insurance or contracts, accepting risks within predetermined tolerance levels, or avoiding risks altogether by changing business practices or diversifying operations.

d. Risk Monitoring and Reporting: ERM is an ongoing process that requires continuous monitoring of risks to ensure their effectiveness. Organisations should establish clear risk indicators and thresholds to detect changes in risk levels and trigger appropriate actions. Regular reporting on risk exposures, mitigation efforts, and performance against risk objectives is essential to keep stakeholders informed and accountable.

e. Risk Culture and Communication: ERM is most effective when risk management becomes an integral part of an organisation’s culture. This involves fostering a risk-aware mindset among employees, encouraging open communication about risks, and embedding risk management practices in daily operations. Effective communication channels should be established to facilitate the flow of risk-related information across all levels of the organisation.

  1. Benefits of Enterprise Risk Management:

Implementing ERM brings several benefits to organisations:

a. Improved Decision Making: ERM provides decision-makers with a holistic view of risks, enabling them to make informed choices that align with the organisation’s risk appetite and strategic objectives. By considering risk factors, organisations can avoid costly mistakes and capitalise on opportunities.

b. Enhanced Resilience: ERM helps organisations become more resilient in the face of uncertainties and disruptions. By systematically managing risks, organisations can better anticipate and respond to potential threats, minimising their negative impact and quickly recovering from adverse events.

c. Competitive Advantage: Effective ERM enables organisations to differentiate themselves by demonstrating strong risk management practices to customers, investors, and regulators. This can enhance their reputation, attract new business opportunities, and improve access to capital.

d. Regulatory Compliance: ERM assists organisations in complying with applicable laws, regulations, and industry standards. By proactively managing risks, organisations can identify compliance gaps and take corrective actions to avoid penalties and reputational damage.

e. Cost Optimization: ERM helps organisations optimise resource allocation by identifying areas of inefficiency, waste, or excessive risk-taking. By streamlining processes, eliminating redundancies, and aligning risk management efforts, organisations can reduce costs and improve operational efficiency.

  1. Implementing Enterprise Risk Management:

To successfully implement ERM, organisations should consider the following steps:

a. Leadership Commitment: Senior management should demonstrate a strong commitment to ERM and actively champion its adoption throughout the organisation. This includes allocating resources, defining roles and responsibilities, and fostering a risk-aware culture.

b. Risk Governance: Establish a clear governance structure for ERM, with defined roles, responsibilities, and reporting lines. Designate a risk officer or risk management team to oversee the ERM process and ensure its integration into decision-making at all levels.

c. Risk Framework: Develop a risk management framework tailored to the organisation’s specific needs and industry context. This framework should outline the key components of ERM, including risk identification, assessment, mitigation, monitoring, and reporting.

d. Risk Assessment and Prioritisation: Conduct a comprehensive risk assessment to identify and prioritise risks based on their potential impact and likelihood of occurrence. This assessment should involve input from relevant stakeholders and utilise appropriate risk analysis techniques.

e. Risk Mitigation Strategies: Develop and implement risk mitigation strategies that align with the organisation’s risk appetite and strategic objectives. These strategies should be tailored to address specific risks and may involve a combination of controls, risk transfer mechanisms, and process improvements.

f. Integration with Business Processes: Embed risk management practices into existing business processes and decision-making frameworks. This includes integrating risk considerations into strategic planning, project management, performance evaluation, and budgeting processes.

g. Training and Awareness: Provide training and awareness programs to educate employees about ERM principles, methodologies, and their role in managing risks. Foster a culture of risk awareness, where employees are encouraged to report and escalate potential risks.

h. Continuous Monitoring and Improvement: Establish a system for ongoing risk monitoring and reporting. Regularly review and update the risk register, assess the effectiveness of risk mitigation measures, and identify emerging risks. Continuously improve the ERM process based on lessons learned and feedback from stakeholders.

  1. Overcoming Challenges in Enterprise Risk Management:

Implementing ERM can present challenges, but organisations can overcome them with proper planning and execution:

a. Organisational Silos: ERM requires collaboration and information sharing across different functions and departments. Breaking down silos and fostering cross-functional communication is essential for effective risk management.

b. Resistance to Change: Resistance to change can hinder the adoption of ERM. Organisations should invest in change management efforts, addressing concerns, and providing training and support to employees.

c. Data and Information Management: ERM relies on accurate and timely data and information. Organisations should establish robust data management systems, ensure data integrity, and leverage technology solutions for data collection, analysis, and reporting.

d. Risk Appetite Alignment: Aligning risk appetite across the organisation can be challenging. Clear communication and dialogue between senior management and relevant stakeholders are crucial to establish a shared understanding of risk tolerance and strategic objectives.

e. Evolving Risk Landscape: The risk landscape is continuously evolving, with new risks emerging and existing risks evolving. Organisations should stay updated on industry trends, regulatory changes, and emerging risks to ensure the relevance and effectiveness of their ERM practices.

Enterprise Risk Management is a strategic imperative for organizations to navigate the complexities and uncertainties of the modern business environment. By adopting a comprehensive ERM framework, organisations can proactively identify, assess, and mitigate risks, enabling them to make informed decisions, enhance resilience, and gain a competitive advantage. Successful implementation of ERM requires leadership commitment, a robust governance structure, integration with business processes, and a risk-aware culture. Overcoming challenges and continuously improving the ERM process will contribute to long-term success and sustainability in today’s dynamic business landscape.

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Sometimes we have to accept the risks our businesses face to achieve our goals. Taking no action to control the risks does not mean you have not managed the risk. It means you have identified and assessed it and proactively choose to accept it as the risk is within your risk tolerance and appetite for risk.

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Tips advice and support for better decision making in financial services industry. Improve conduct risk. Change the way your business relates to your customers. Upgrade your risk management and conduct risk governance framework to ensure everyone knows who does what and when. This should embrace accountability for the consequences of not managing conduct risks in accordance with clear risk management principles risk appetite of the business.

Develop new financial conduct risk compliant products to boost business performance and sustainable business growth

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The whole business needs to report on conduct risk performance. The risk function should help monitor conduct risks within the risk management plan but everyone in the business should be accountable for good customer outcomes. Internal Audit should check the documentation for conduct risk management challenging the whole business and the risk function to improve conduct risk effectively.

The Board executives and senior managers need to develop and embed the right risk management culture for the business risk tolerance and risk appetite. However all staff should be held to account by ensuring that all remuneration and incentives are linked to good risk management practices.

If people are to be held to account the business the board and senior managers must provide the tools to ensure that all staff are capable of delivering conduct risk management principles and practices. This includes training staff developing good risk management systems and early risk warning indicators to enable rapid corrective action to prevent severe impact on business objectives and major personal failure.

What is your financial services business appetite for risk?

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Cut through the management information overload to focus on the conduct risks that matter to your business success and key customer outcomes. Do not procrastinate. Act to remedy deteriorating conduct risks and monitor the effectiveness of your risk management action plan.

  • Identify the best Key Risk Indicators KRIs and Key Control Indicators KCI for your financial services buisness.
  • Change your technological solutions to deliver better conduct risk management
  • Improve organisational behaviour and your risk culture to boost business performance more sustainably

Senior managers and executives will increasingly become accountable for conduct risk in UK. Protect yourself better and find new ways to comply with regulatory obligations whilst increasing your business growth.

Embed a positive risk management culture. Assess from clients point of view whether good customer outcomes are achieved consistently. Analyse trends to identify areas which may need further more in depth investigation and conduct risk assessment. The conduct risk assessment should not just focus on known risks but encompass emerging risks from external and internal risk factors.

Improve customer outcomes from financial services and products. Embed conduct risk in your holistic risk management framework.

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Take steps to make it more likely that your financial products and services meet your customers needs. Deliver better outcomes for your customers with better conduct risk management framework principles and risk assessment process.

What is your risk management capability? How does it address conduct risk. All financial services industry businesses need to develop the right skillset. Organisations need to gather the right management information at the right time and disseminate risk controls have appropriate risk assessment. Does your risk management information system RMIS help you make the right decisions at the right time?

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Are you personally accountable? Do you want more comfort that you are doing the right things at the right time? Improve you overview of regulatory compliance and supervisory expectations of conduct risk management.

Effectively empower your colleagues to manage conduct risk better. Treat your customers fairly and protect them and your business from poor conduct risk management.

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The Financial Conduct Authority FCA in UK expects your financial services business to embed conduct risk management into your enterprise risk management framework. You need to use risk based management information to make better conduct risk management decisions.

Upgrade your governance risk and compliance GRC in a more holistic integrated way to achieve more with less uncertainty in UK.

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Understand emerging conduct risks. Manage known existing risks better. Allocate existing resources for better return in conduct risk management. Improve customer outcomes. Know what customers want and need. Gain a competitive advantage within financial services industry.

Treat customers fairly do not just look at process improvement. Be reasonable as a minimum and look to build upon existing conduct risk management. Make sure when you develop financial products and services you meet the objectives and interests of your target market.

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2008 should have been the watershed moment for the financial services sector and banking in particular to implement systemic changes to incorporate enterprise risk management principles and practices.

Financial services companies have continued to bring to market products that have led to claims for compensation. Nonsense of putting the customer first is often uttered in the financial services sector.

The reality is that the financial services sector risk management culture is still systemically broken and it is likely to lead to the next financial crisis. A financial crisis comes along roughly every 10 years. As we look towards 2019 the next financial crisis is overdue.

How will the next financial crisis manifest itself? Not known. Will it happen? Almost certainly. Most countries have not fully recovered from the last financial crisis. Their economies are still very weak. Even the strong are comparatively weak. This means we may never recover from the next financial crisis and so should do more to make sure the next financial crisis is avoided or mitigated.

Most likely cause of the next financial crisis is the compounding and aggregation of financial risk.

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The last financial crisis grew and exploded from the productionisation of simple debt prototype ideas thought up by people who thought they were masters of the world. Despite the new false perception that after ten years we have now paid our dues we are in fact drowning in more unpaid debt than ever.

Unpaid debt will continue to be wrapped up in shiny new marketing material designed to protect the buyers from the toxicity of the core material. Piled high and sold cheap these debt instruments will be combined and recombined. The new for old debt products will build the tower that will be the start of the beginning of the end for many a business in the next financial crisis.

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Aligning your management of risk with your business objectives

Enterprise risk management ERM principles and practices can help you achieve your business objectives with less uncertainty. What are your business goals and initiatives? How well is your business currently performing? Could you do better? What is stopping your business from achieving its full potential?

If you could ERM could help you do better. Bring everyone together to achieve more with the same resources. Redirect these limited resources for better effect on business performance.

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Change management thinking to a more balanced risk approach to threats and opportunities. Reinvent your business risk management model. Work with top thought leaders in the world of business thinking.

  • Evaluate your current business situation
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  • Think about your appetite and business risk tolerance when considering what you want to achieve

The business marketplace is always changing. What people and business leaders want or expect changes. Change your business thinking to respond with more confidence. Proactively manage potential future risks better today.

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Our guide to reinventing your business. Start with your risk management culture. Identify your management team risk appetite and risk tolerance. Identify your corporate tolerance to risk. The key to your business reinvention is your risk culture. You can then change your

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  • risk assessment process

This will help you deploy a risk management plan that works better for your business.

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Refresh your thinking and that of your business management team. Focus your resources on whats important to your business success. Manage the significant uncertainties impacting on your business objectives.

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Reinvent your thinking. Reinvent the way you respond emotionally to risk.

  • Is your risk perception reality?
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  • How do you prioritise risk management action plan?

Choose a more certain more positive business risk management plan for your business.

  • Make sure you have the risk tolerance capacity to manage threats and right risk appetite to achieve greater business success.
  • Adversity and failure can help you become more successful especially if you mitigate downside risk.
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  • Find greater comfort and a quiet nights sleep knowing you have adopted best risk management plan for your business

Get help to find the best way forward for your business. Create more value with less uncertainty from existing resources. Start planning for greater business success.

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Join business leaders in live online conversation workshops and training sessions. Find answers to the questions causing a barrier to your business growth. Contribute to the online problem solving process or just watch and learn.

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Its not about how to reduce risk

External or internal driven risks threaten your business. They also create new business development opportunities. Reducing the effect of uncertainty on your business is important.

How do you manage enterprise risks? Do you put risk into different silos like safety, insurance, cyber risk, sales strategy etc? They can be rolled into one holistic risk based approach.

What is the most effective way for a business to manage risk? Look at what you are trying to achieve? Could you achieve more with your existing assets? Has good luck been saving you from disaster?

Understand the bigger picture first. When you know what risk you have then manage it.

There is danger being in business. Danger that you could blow your value. Danger you could under perform.

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Executives Behaving Badly

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Corporate Misbehaviour Is A Misnomer

Corporate or enterprise entities do not make mistakes or create a bad business culture executives do. Illegal unethical or bad business practices arise because that’s the way executives want a company to achieve corporate objectives.   Executives may or may not consider their business practices as bad or unethical but the result is the same corporate misbehaviour.

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Understanding corporate misbehaviour

It may be a pointless waste of money undertaking a business health check if the executives are going to be unreceptive to the final risk management report, or simple pay lip-service to the outcomes.

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Many CEOs know what game needs to be played with enterprise risk management ERM before they can return to their own agenda for the business.   Internal or external risk management audits can just play into the CEO’s attitude to risk management.   Such executives short-term philosophy seems to rely on the hope that the shit doesn’t hit the fan during their time as CEO and whatever happens after they move on is not a concern for some incumbent CEOs.

Much of executive misbehaviour, and therefore corporate misbehaviour, is a direct result of executive pay and associated benefits.   Misdirecting executive pay and rewards drives most if not all catastrophic corporate collapses.   Before the collapse poor executive pay and rewards strategies poison business innovation and employee motivation.

To anticipate which companies will survive sustainably you could look at how executives are rewarded.   It is the single biggest driver of corporate culture and long-term success, or not as the case maybe.

Executive managers cause corporate scandals, corporate scandals are not externally driven.   The proximate cause of the corporate scandal or collapse doesn’t start further down the organisation nor does it start from outside the company.   CEO bad behaviour is normally the proximate cost or the catalyst for corporate collapse.

Corporate Scandals

Corporate scandals aren’t a surprise to most executives, never mind the CEO.   They take the level of risk they think is required to achieve their business objectives.   They roll the dice and sometimes it pays off and sometimes it doesn’t.

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For example, many in the banking and finance industry look upon the financial crisis as an external risk that impacted on their business strategy.   No, or little, blame can be placed at the bankers door!   It was all the other bankers and financers who were at fault for their share price collapse, mass redundancies and lost business opportunities – not their fault as their business was doing just fine until the financial crisis tsunami hit their business.

Such egotistical responses stem from either self preservation, or lack of care for their part in the near global systemic financial collapse of the banking and financial sector and the very near global anarchy which would have ensued.   Politicians, who were part of the problem, became part of the solution – make money as cheap as possible via low interest rates and massive almost unremitting quantitative easing QE.

Mothers forget how bad childbirth was

More than a decade after the start of the financial crisis there is still mass unemployment in the developed world and the developing world lost a decade of opportunity to crawl out of poverty.   However, the key decision-makers in the business world have either forgiven themselves or reinvented themselves in position of power.   In addition, a new raft of politicians are in place, or about to find positions of power, to facilitate the next financial crisis.

At its least useful, enterprise risk management ERM is a tool to spread the blame should the shit hit the fan, so one would have thought that ERM could be more popular than it is.   At its most useful it helps business leaders make business decisions that are more likely to be good ones for the long-term sustainability of the business for the benefit of all stakeholders in the business – including the CEO.

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BusinessRiskTV can help you to understand ERM to help protect your business better and grow it faster. Embed enterprise risk management principles and practices to boost your business performance.

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Understanding Enterprise Risk Management ERM

What are the internal and external risk drivers in your organisation?

Are you responsible for driving the risk management process in your enterprise? Need some help to manage key risk drivers better? Learn how to improve the level of understanding of risk across your enterprise.

New to it? Learn how to develop and a risk management process in your business.

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Reap the benefits of enterprise risk management for your organisation

Manage and optimise risks facing your organisation to achieve more with your existing resources.

Develop an enterprise wide approach to managing strategic, operational and project risks. Understand external and internal risks to achieve objectives with less uncertainty.

Make enterprise risk management easier to understand and understand corporate risk better

Get the help of your peers and risk management experts to help you to develop a sustainable more successful business.

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Leadership perspective to enterprise risk management

Working with senior managers executives business owners and entrepreneurs to embed practical enterprise risk management ERM solutions.

Enterprise risk management will not provide any net benefit to the organisation if its leaders don’t buy in to the principles the benefits of risk assessment process and the framework the best performing companies conform to.

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Business leaders must agree the risk appetite and risk tolerance of the organisation before the risk assessment process can begin

The risk assessment process is a good management tool but it can be nullified corrupted and cost the organisation money and performance if it doesn’t operate within and support the risk culture of the business.

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Strategic operational and project risks all need to be included in the risk management framework and risk assessment process to provide consistency of business decision-making to improve performance of the business.

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Evaluate business risks. Identify and assess factors with downside impact on corporate objectives, or upside potential to boost business performance.

Find out about a different more risk based approach to planning your business’s future success.

Develop a new process of identifying risks, assessing risks and developing new strategies to manage risks facing your organisation.

Manage the internal risks and external risks facing your business better

Learn from peers and risk assessment experts. Continuously improve your own risk assessment process. Pick up tips on how to embed and integrate risk assessment into your enterprise’s strategic, operational and project decision-making.

Regularly meet online wherever you are in the world to speak to your peers and risk assessment experts. Collaborate on agreed risk assessment projects or learn during risk assessment workshops to improve your risk knowledge and risk management skills.

  • See a different risk perspective based on others experiences and risk knowledge that will provide a different enterprise risk insight
  • Improve the effectiveness of your risk assessment process to boost your enterprise performance
  • Like minded individuals working to improve risk assessment best practices
  • Improve your corporate risk and strengthen your resilience

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Managing Business Risks Better with C&C Associates

Enterprise risk management ERM is a holistic integrated approach to business decision-making. A risk based approach moves away from the simple bean-counting approach of financial risk to explore the true impact on your business of enterprise risks.

We have a range of enterprise risk management services including training, mentoring and business promotion to ensure that the upside potential of risk is not lost in your business strategy.

  1. Contact us to schedule a free online meeting to discuss your business needs;
  2. We will present a report recommending action to reduce uncertainty in your business planning;
  3. Implementation of the recommendations will involve working in partnership with you to achieve your objectives.
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