Overview The Integration of Enterprise Risk Management (ERM) and Enterprise Performance Management (EPM). Date: Tuesday, August 11th, 2015 || Time: 01:00 PM EDT | 10:00 AM PST Duration: 60 Minutes || Course Level: I ntermediate 'Live' Webinar by Gary Cokins HThere is increasing attention regarding the “overlap” of enterprise risk management (ERM) and enterprise performance management (EPM). The former refers to key risk and control indicators (KRIs and KCIs) and the latter to key performance indicators (KPIs). How do they fit together and produce synergy? The past decade has demonstrated that the initial ERM focus on identifying, monitoring, and avoiding potential threats was too narrow, and ERM programs ended up disconnected from the value creation cycle. More recently, executives are realizing that to actually improve organizational results, ERM must integrate risk management plan, strategic planning, and performance management systems. How should an organization apply an enterprise risk-based performance management framework to match risk exposure with risk appetite? Organizations struggle with how to integrate a risk perspective into key business decision-making processes, and how to overcome the common pitfalls of integrating risk and performance management.. Why should you attend? Organizations are challenged with: • Defining the strategy and communi cating it to managers and employees • Implementing the strategy by selecti ng and monitoring the vital key performance indicators (KPIs) with their targets to align the workforce with the strategy • Understanding the three categories of risk: (1) preventable ri sks, (2) strategy execution risks, and (3) external risks • Implementing the risk management programs by selecting and monitoring key risk indicators (KPIs) to monitor risk Register Now

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Overview:There is increasing attention regarding the “overlap” of enterprise risk management (ERM) and enterprise performance management (EPM). The former refers to key risk and control indicators (KRIs and KCIs) and the latter to key performance indicators (KPIs). How do they fit together and produce synergy?The past decade has demonstrated that the initial ERM focus on identifying, monitoring, and avoiding potential threats was too narrow, and ERM programs ended up disconnected from the value creation cycle. More recently, executives are realizing that to actually improve organizational results, ERM must integrate risk management plan, strategic planning, and performance management systems.How should an organization apply an enterprise risk-based performance management framework to match risk exposure with risk appetite? Organizations struggle with how to integrate a risk perspective into key business decision-making processes, and how to overcome the common pitfalls of integrating risk and performance management.Why Should You Attend:Organizations are challenged with:• Defining the strategy and communicating it to managers and employees• Implementing the strategy by selecting and monitoring the vital key performance indicators (KPIs) with their targets to align the workforce with the strategy• Understanding the three categories of risk: (1) preventable risks, (2) strategy execution risks, and (3) external risks• Implementing the risk management programs by selecting and monitoring key risk indicators (KPIs) to monitor riskAreas Covered in the Session:Failure to integrate enterprise risk management (ERM) and enterprise performance management (EPM) has hidden costs that prevent organizations from fully delivering on their value creation potential. What are the warning signs and root causes of common obstacles to integrating ERM and performance management? These may include:• Lack of a common understanding among managers as to what enterprise performance management (EPM) is and what it accomplishes• Lack of tools that enable managers to effectively link strategy to operations• Lack of analysis capabilities to support risk-adjusted performance management• Inability of cross-functional teams to align their risk-taking behavior to corporate level strategy and better collaborateLearning Objectives:• How to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process• How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators in dashboards• Understanding the difference of the three categories of risks • How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountableWho Will Benefit:• C-suite Executives• Financial Officers • Financial Controllers• Managerial Accountants• Cost Accountants• Financial Analysts• Strategic Planners• Risk ManagersLevel:Intermediate

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Overview

The Integration of Enterprise Risk Management (ERM) and

Enterprise Performance Management (EPM).

Date: Tuesday, August 11th, 2015 || Time: 01:00 PM EDT | 10:00 AM PST

Duration: 60 Minutes || Course Level: Intermediate

'Live' Webinar by Gary Cokins

HThere is increasing attention regarding the overlap of enterprise risk management

(ERM) and enterprise performance management (EPM). The former refers to key risk

and control indicators (KRIs and KCIs) and the latter to key performance indicators

(KPIs). How do they fit together and produce synergy?

The past decade has demonstrated that the initial ERM focus on identifying, monitoring,

and avoiding potential threats was too narrow, and ERM programs ended up

disconnected from the value creation cycle. More recently, executives are realizing that

to actually improve organizational results, ERM must integrate risk management plan,

strategic planning, and performance management systems.

How should an organization apply an enterprise risk-based performance management

framework to match risk exposure with risk appetite? Organizations struggle with how to

integrate a risk perspective into key business decision-making processes, and how to

overcome the common pitfalls of integrating risk and performance management..

Why should you attend?

Organizations are challenged with:

Defining the strategy and communicating it to managers and employees

Implementing the strategy by selecting and monitoring the vital key performance

indicators (KPIs) with their targets to align the workforce with the strategy

Understanding the three categories of risk: (1) preventable risks, (2) strategy execution

risks, and (3) external risks

Implementing the risk management programs by selecting and monitoring key risk indicators (KPIs) to monitor risk

Register Now
Areas covered in the webinar Failure to integrate enterprise risk management (ERM) and enterprise performance management (EPM) has hidden costs that prevent organizations from fully delivering on their value creation potential. What are the warning signs and root causes of common obstacles to integrating ERM and performance management? These may include: Lack of a common understanding among managers as to what enterprise performance management (EPM) is and what it accomplishes Lack of tools that enable managers to effectively link strategy to operations Lack of analysis capabilities to support risk-adjusted performance management Inability of cross-functional teams to align their risk-taking behavior to corporate level strategy and better collaborate Learning objective How to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators in dashboards Understanding the difference of the three categories of risks How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable Who will benefit

C-suite Executives

Financial Officers

Financial Controllers

Managerial Accountants

Cost Accountants

Financial Analysts

Strategic Planners

Risk Managers

Speaker profile

Gary Cokins is an internationally recognized expert, speaker, and author in

enterprise and corporate performance management improvement methods

and business analytic. He is the founder of Analytics-Based Performance

Management, an advisory firm located in Cary, North Carolina at www.garycokins.com .

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