The Journal of Enterprise Risk Management, vol. 1, issue 1 · the journal of enterprise risk...

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©2015 PoliFinance Publishing Ltd. Kemp House, 152 City Road, London EC1V 2NX, UK.

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

a Poole College of Management, E-mail: Mark_Beasley@ncsu.edu (corresponding author) b Poole College of Management, E-mail: Branson@ncsu.edu c Poole College of Management, E-mail: Don@ncsu.edu

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

1 A response of “Not Applicable” was also available. These responses were not included in the data analysis.

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

2 2012 survey respondents were asked about 2013 risks, the 2013 survey focused on 2014 risks, and the 2014 survey asked about risks expected in 2015.

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

a b

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

Figure 1: Strategic Risk Management in the Co-Creative Enterprise

Co-Creationwith

Partners(e.g., Retail Customers)

Co-Creationwith

Customers

Co-Creationwith

Suppliers

Co-Creation withInternal Functions

Strategic Risk Management through

Co-Creation withBusiness Heads and

Senior Managers

The Journal of Enterprise Risk Management, vol. 1, issue 1

1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

a

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Opera onal�Time�Line�

�Organiza

onal��O

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t� Risk�Factors�Poli cal�Economic�Technological��Social�Environmental�Legal�

planning�

2014�� 2019�

Less�Favorable��

More�Favorable��

Planned�Outcome�

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

External ViewInternal ScanPETSEL**Risk Context

Senior �Management’s�

Perceived �Levels of Risk�

and�Current�

Risk�Response

Assessment�Process

ERM charter�What Risks Can We Take?How Much Risk Can We

Take?�When Do We Take The Risk?�Who Is Willing To Take The

Risk?

What Are The Measurable�Benefits To Taking The Risk?

Execution

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

2

3

The Journal of Enterprise Risk Management, vol. 1, issue 1

Frequency

Seve

rity

The Journal of Enterprise Risk Management, vol. 1, issue 1

Outcome Values Negative Outcomes Positive Outcomes

Outc

ome

Likel

ihoo

d

High

Pr

obab

ility

Low

Prob

abilit

y

The Journal of Enterprise Risk Management, vol. 1, issue 1

Outcome Values

Out

com

e Lik

elih

ood

High

Pr

obab

ility

Low

Pr

obab

ility

Negative OutcomesValues Positive Outcomes

Risk # 2CurrentState

Risk # 1Current State

Outcome Values

Out

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e Lik

elih

ood

High

Pr

obab

ility

Lo

w

Prob

abili

ty

Negative OutcomesValues Positive Outcomes

Risk # 2CurrentState

Risk # 1Current State

Risk # 1Previous State

Risk # 2PreviousState

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

a Principal, R.I.S.C. International (Ireland). Email: sean.lyons@riscinternational.ie Selected Corporate Defense Publications: http://ssrn.com/author=904765

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

1 On 21st October 2014 COSO announced a project to update the 2004 Enterprise Risk Management – Integrated Framework.

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

2 Sometimes referred to as “management” or “the business”. 3 Sometimes referred to as “business enabling functions”, “risk functions” or “control functions”. 4 Sometimes referred to as “internal audit”.

The Journal of Enterprise Risk Management, vol. 1, issue 1

5 The three lines of defense approach was again endorsed by COSO in their “Internal Controls – Integrated Framework” which was updated in 2013.

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

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The Journal of Enterprise Risk Management, vol. 1, issue 1

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The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

a Clinical Associate Professor, Managerial Economics and Decision Sciences. Kellogg School of Management Northwestern University, Evanston, IL USA. E-mail: russell-walker@kellogg.northwestern.edu Web: http://www.kellogg.northwestern.edu/faculty/directory/walker_russell.aspx

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

The Journal of Enterprise Risk Management, vol. 1, issue 1

www.permconference.org

Presented by

In collaboration with

Expertise Ξ Knowledge Ξ Networking Ξ Exhibition

PERM20

15Perspectives in Enterprise Risk ManagementMILANO, Italy 16 & 17 June 2015

The PERM conference is organised by the RiskGovernance centreof the Polytechnic University of Milan (Italy), and aims atdiscussing the benefits of Enterprise Risk Management, issuesand challenges.

The conference is open to and wishes to attract contributionsfrom different perspectives, including consultants, regulators andacademics and practicing risk managers in industrial, services andfinancial firms from all over the world.

The conference takes place during the period of opening of theUniversal Exposition EXPO 2015, which promises to attract toMilan millions of visitors from all Continents. Combining a visit tothe EXPO with the participation to the PERM Conference is achance not to be missed!

PERM Conference 2015 gives the opportunity to heighten yourbrand exposure, either through sponsorship or workshops, andpromote your organization to a wide audience of academics andrisk professionals.

Sponsoring the 2015 PERM conference increases your visibilityand brand recognition among chief risk officers, chief financialofficers, actuaries, risk professionals, investment professionalsand risk modeling experts.

Moreover, it builds loyalty and shows your commitment to theERM community.

In collaboration with

PERM

2015

Perspectives in Enterprise Risk ManagementMILANO, Italy 16 & 17 June 2015

CONFERENCE CHAIRS

Prof. Marco GiorginoDr. Barbara Monda, MBA, PhD

ORGANIZING COMMITTEE

Dr. Barbara Monda (HEAD)

Francesco AngeloMaria Di LucaAlessandro PirolaDeborah RavasiDiego ValenteGiulia Zanchi

Presented by

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