(ERM) and (EPM)
| Date: | 04-Nov-15 to 04-Nov-15 |
| Location: | Online Event / United States |
| Category: | Education |
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 risk
Areas Covered in this 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?
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 risk
Areas Covered in this 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?
Exhibitors
Gary Cokins
EIN News
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