Enterprise Risk Management: Today's Leading Research and Best Practices for Tomorrow's Executives
608
Enterprise Risk Management: Today's Leading Research and Best Practices for Tomorrow's Executives
608Overview
If you want to understand enterprise risk management from some of the leading academics and practitioners of this exciting new methodology, Enterprise Risk Management is the book for you. Through in-depth insights into what practitioners of this evolving business practice are actually doing as well as anticipating what needs to be taught on the topic, John Fraser and Betty Simkins have sought out the leading experts in this field to clearly explain what enterprise risk management is and how you can teach, learn, and implement these leading practices within the context of your business activities. In this book, the authors take a broad view of ERM, or what is called a holistic approach to ERM.
Enterprise Risk Management introduces you to the wide range of concepts and techniques for managing risk in a holistic way that correctly identifies risks and prioritizes the appropriate responses. This invaluable guide offers a broad overview of the different types of techniques: the role of the board, risk tolerances, risk profiles, risk workshops, and allocation of resources, while focusing on the principles that determine business success. This comprehensive resource also provides a thorough introduction to enterprise risk management as it relates to credit, market, and operational risk, as well as the evolving requirements of the rating agencies and their importance to the overall risk management in a corporate setting. Filled with helpful tables and charts, Enterprise Risk Management offers a wealth of knowledge on the drivers, the techniques, the benefits, as well as the pitfalls to avoid, in successfully implementing enterprise risk management.
- Discusses the history of risk management and more recently developed enterprise risk management practices and how you can prudently implement these techniques within the context of your underlying business activities
- Provides coverage of topics such as the role of the chief risk officer, the use of anonymous voting technology, and risk indicators and their role in risk management
- Explores the culture and practices of enterprise risk management without getting bogged down by the mathematics surrounding the more conventional approaches to financial risk management
This informative guide will help you unlock the incredible potential of enterprise risk management, which has been described as a proxy for good management.
Product Details
| ISBN-13: | 9780470564257 |
|---|---|
| Publisher: | Wiley |
| Publication date: | 12/09/2009 |
| Series: | Robert W. Kolb Series , #3 |
| Sold by: | JOHN WILEY & SONS |
| Format: | eBook |
| Pages: | 608 |
| File size: | 7 MB |
About the Author
Rob Quail is the Principal of Robert Quail Consulting. His professional focus is on the subject of enterprise risk management, and he has nearly 20 years of experience in developing and applying ERM tools and practices.
Betty Simkins, PhD, is Regents Professor of Finance, Williams Companies Chair, and Department Head in the Department of Finance at Oklahoma State University’s Spears School of Business. She serves on the Commodity Futures Trading Commission Market Risk Advisory Committee.
Read an Excerpt
Table of Contents
Foreword to the Second Edition by Robert S. Kaplan Foreword to the First Edition by Robert S. KaplanPart I: Overview and Drivers of Enterprise Risk Management
Chapter 1: Enterprise Risk Management: An Introduction and Overview
Chapter 2: A Brief History of Risk Management
Chapter 3: Strategic Risk Management: The Third Paradigm
Chapter 4: The Role of the Board of Directors and Senior Management in Enterprise Risk Management
Chapter 5: How to Teach Enterprise Risk Management: A Learner-Centered Activities Approach
Chapter 6: The Role of the Board in Risk Management Oversight
Part II: Enterprise Risk Management, Culture, and Control
Chapter 7: ERM Frameworks
Chapter 8: Becoming the Lamp Bearer: The Emerging Roles of the Chief Risk Officer
Chapter 9: Creating a Risk-Aware Culture
Chapter 10: Key Risk Indicators
Chapter 11: Decision Risk Management
Chapter 12: Increasing Adoption of Enterprise Risk Management in the U.S. Federal Government
Chapter 13: Toolmaking in Risk Management: The Case of Core Values and the Formalization of “Risk Appetite”
Chapter 14: Incorporating Risk Acumen and Enterprise Risk Management into Innovation Approaches
Chapter 15: Scenario Planning as an Enrichment of ERM
Chapter 16: Unconscious Bias and Risk Management
Chapter 17: Cognitive Bias: A Practical Approach
Part III: Enterprise Risk Tools and Techniques
Chapter 18: Risk Appetite and Tolerance in Competitive Strategy
Chapter 19: How to Plan and Run a Risk Management Workshop
Chapter 20: How to Prepare a Risk Profile
Chapter 21: How to Allocate Resources Based on Risk
Chapter 22: Quantitative Risk Assessment in ERM
Chapter 23: Risk Appetite
Chapter 24: Organizational Decision Making
Chapter 25: The Challenges of and Solutions for Implementing Enterprise Risk Management
Part IV: Types of Risk
Chapter 26: Market Risk Management and Common Elements with Credit Risk Management
Chapter 27: Credit Risk Management
Chapter 28: Operational Risk Management
Chapter 29: Managing Financial Risk and Its Interaction with Enterprise Risk Management
Chapter 30: Climate Change Risk
Chapter 31: Cybersecurity: Risks and Governance
Chapter 32: Foreign Exchange Risk Management
Chapter 33: Risk Management and Outsourcing
Chapter 34: Leveraging ERM for Growth
Chapter 35: Commercial and D&O Insurance for Large Corporations
Chapter 36: Managing Risk Associated with Project Delivery: A How-To Guide
Part V: Special Topics and Case Studies
Chapter 37: The Rise and Evolution of the Chief Risk Officer: Enterprise Risk Management at Hydro One
Chapter 38: Enterprise Risk Management in the Public Sector: A First Look at the U.S. Department of Commerce
Chapter 39: A Review of Academic Research on Enterprise Risk Management
Chapter 40: Lessons from the Academy: ERM Implementation in the University Setting
Chapter 41: Enterprise Risk Management: Lessons from the Field
Chapter 42: Financial Reporting and Disclosure Risk Management
Chapter 43: Directors and Risk: Whither the Best Practices: Evidence from Canada