During the last 20 years, enterprise risk management (ERM) has taken on various forms and frameworks. Too often, ERM is initiated with great fanfare, only to eventually drift to the outer orbit of leadership’s strategic priorities. This session will isolate some key drivers of this trend and provide solutions to promote and sustain an ERM program that is valued and embraced by the organization.
Distinct strategies for designing and sustaining an effective enterprise risk management program will be provided, reflecting observations from the real world. The presenters will focus particularly on solutions relating to leadership functions and the role they play in defining and sustaining an ERM program that creates, as well as protects the value of the organization.