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on 21-Apr-10 22:37.
Risk Analyst Enterprise Wide Risk Management
People play an extremely integral role in ensuring effective ERM. People make the decisions and manage the processes that determine the amount of risk an organization assumes. Because many are not trained to identify risk in their enterprise, motivating employees to support ERM is a universal challenge among organizations of all industries. By getting individual employees to understand how risk is related to their jobs and how their efforts ensure organizational stability, the adversity of ensuring cooperation and buy-in for ERM can be alleviated. In this session, you will learn how to establish buy-in and support for ERM among individual employees.
on 21-Apr-10 22:36.
For many organizations, risk is the stumbling block that prevents the seam-less execution of organizational strategy. Enterprise risk prevents a strategy from being communicated throughout an organization and creates a divide between business operations and the achievement of objectives. In this session, you will learn how risk creates the chasm between operations and strategic objectives and how risk can be managed to ensure organizational alignment to strategy.
on 21-Apr-10 22:34.
William G. Shenkir, Ph.D.
McIntire School of Commerce
University of Virginia
It is not uncommon for modern businesses to carry a wide variety of risks, ranging from litigation to technological disadvantages, in their risk portfolios. Because there are so many risks ranging in severity and scope, there is a need among organizations of all industries to manage the diversity of risks that can impact their survival. ERM has emerged as a necessary process for organizations to address risks they face. For ERM to be effective and integrated into the organization, it must be fully understood and defined. In this session, you learn how ERM should be defined and understood by stakeholders within the organization.
on 23-Mar-10 14:35.
Design to Align: The Key Component in BPM Success
By Simon Tucker and Ron Dimon | Apr 17, 2009
The cleanest data, the latest tools, and the most advanced infrastructure can't guarantee success for your BPM project if it's out of synch with the organization at large. Here's how to get your ducks in a row.
The word "alignment" may have lost some of its value in business conversations through overuse lately, but for business performance management (BPM) projects, the requirements that it denotes remain essential.
The Random House Unabridged Dictionary defines alignment as "a state of agreement or cooperation among persons, groups, etc., with a common cause or viewpoint." It's easy to see how BPM enables this "state." Ideally, BPM provides an environment of cooperation (for purposes of modeling, planning, and reporting and analysis) that supports agreement (one version of the truth) among the various persons and groups within the organization. And it helps those users take action in pursuit of their "common cause": achieving performance targets, executing company strategy, and delivering value to stakeholders.
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