STRATEGIC HOLISTIC ENTERPRISE RISK MANAGEMENT AND CORPORATE GOVERNANCE

July 20, 2020

STRATEGIC HOLISTIC ENTERPRISE RISK MANAGEMENT AND CORPORATE GOVERNANCE

April 29, 2019

COURSE OVERVIEW
In recent years enterprise risk management has attracted attention this could be attributed to
the technology advancement in 21st century, many companies faced myriad of risks, such as
internet, complex financial instruments, global competition, deregulations, downsizing, and the
consumer demands are some of the major risk factors in an organizational environment
(Shenkir and Walker 2006). Despite the heightened interest in ERM by academics and
practitioners, there is an absence of empirical evidence regarding the impact of such programs
on firm value. ERM is said to promote increased risk awareness which facilitates better
operational and strategic decision-making which will also form the basis of this training.
The complexity associated with risks often involves dealing with considerable ambiguity on
physical, monetary, cultural and social dimensions. Additionally, the risks events have varying
consequences that extend well beyond the direct physical harm to financial or physical assets,
people or ecosystems that influences the way a social operates and people think.
Killackey (2009) posits that organizations need to have ERM programmes properly aligned with
their strategies at various levels, including business strategy level. The outcome of the ERM
programmes according to Acharyya (2007) should provide information in determining corporate
objectives and formulation of appropriate corporate strategies. ERM programmes need to be
aligned with business strategies to cover the complete hierarchy of operational risks. Having
seen ERM as a management system, Feurer (1995) posits the performance of ERM should
provide feedback for the cognitive and behavioral learning processes of the organization in
addition to delivering tangible value for the organization.

What is ERM?
 Explanation of ERM and why it is not fully understood
 The current economic crisis and how ERM can provide a lifeline
 The role and responsibilities of directors and senior management with respect to ERM
 ERM roles
 ERM tips
 Strategic, financial and operational risk.
 The key link between corporate governance and risk
 Selling the benefits to top management
 How to quantify and measure risk – and why the approach followed by most organizations,
may be misleading
 Establishing a business risk programme – the steps to success
 Why ERM is receiving such publicity
 High profile corporate failures and the lessons to learn
 ERM framework analysis and critical implementation dynamics
 ICT tools on ERM

Schedule

Date: