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The Seven Deadly Sins of Enterprise Risk Management and How to Avoid Them

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Abstract:: Enterprise risk management (ERM) — you’ve heard the phrase, possibly sat through a presentation or two on the subject. Perhaps you've even tried to implement it. Many organizations have been down this road already, some successfully and some not as successfully.

In an effort to "productize" ERM, consultants overengineer and complicate it to the point where it loses its true value proposition. While business leaders perceive the inherent value of a structured approach to managing risk, they fear the "consultant-speak" that offers incredible promises but is likely to disappoint, based on experience.

However, it doesn't need to be this way. Many companies have successfully captured the benefits of ERM without empty activity that fails to deliver value. Whether you have already been disappointed or you are just now investigating ERM, this look at the "seven deadly sins" of ERM will help you sort through the mistakes others have made and keep your ERM effort on track.

DETAILS: Sponsored by: Control Solutions International; Released: July 18, 2008; Length: 22 pages; Format: PDF (2532 kb); Email this abstract; These white papers are not created by the CFO.com editorial staff. In order to view these papers, you must register with CFO.com and agree to share your contact information with related product/service companies.

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