Understanding the Value of Meaningful ERM
Dr. Doug Webster is the former CFO of the US Department of Education. He was previously Director, Risk Management, US Agency for International Development, and served as the CFO of the US Department of Labor in the GW Bush administration. He has two decades of consulting experience in the areas of strategic planning, risk management, cost management, and performance management. As an adjunct professor, he has taught strategic planning, managerial accounting, financial management, engineering economic analysis, business ethics, and Enterprise Risk Management. He is a Fellow of the National Academy of Public Administration (NAPA), Director Emeritus of a $25B credit union, and co-founder of the Association for Federal Enterprise Risk Management. Dr. Webster has served as a member of the United States Technical Advisory Group for the ISO 31000 Risk Management Standard and is co-author/co-editor of four books, including Managing Risk and Performance: A Guide for Government Decision Makers and Value-Based Management in Government.
The concept of Enterprise Risk Management as a strategically-aligned, portfolio management approach to risk management was first proposed nearly 30 years ago. This session will briefly discuss the history of ERM, clarify the distinction between ERM and risk management, and discuss the value that ERM brings to any complex organization. Key steps in implementing and maturing an ERM program will be covered.
- The role of risk management in achieving organizational success
- The evolution of Enterprise Risk Management (ERM)
- The distinction between risk management, ERM, and internal control
- The need for and benefits from an ERM program
- ERM as a tool for achieving strategic objectives
- Establishing an ERM program
Course Level - Intermediate
Who Should Attend
Risk managers, all organizational leaders with significant decision-making authority
Why Should You Attend
Enterprise Risk Management (ERM) is a critical element of effective organizational management in today’s rapidly changing world. However, the core principles of ERM have over the past decade been distorted by many organizations and consultants into a mere acronym for risk management in the enterprise. ERM is much more than simply a modern term for traditional risk management exercised throughout the organization.
Individuals responsible for ERM implementation or oversight must understand and be able to guide others in ERM practices. All organization decision-makers must understand how ERM requires them to work with others to effectively employ the principles of collaboration and prioritization of risk across the enterprise if the potential benefits of ERM are to be gained.
Whether a risk manager specifically, or simply a decision-maker that needs to understand and incorporate risk into their decisions, this session will clarify the need for ERM, the practices required to implement and apply ERM, and the benefits of having an effective ERM program.