Risk Aware Intelligence - Recognize Potentially Overlooked ERM Risk Identification Blind Spots

Why Should you Attend:

Whether you’re new to ERM or are a risk professional working with a functioning program, have you felt burdened by your effort to document and articulate risk identification, assessment, and response plans? Is your ERM program perceived as separate from other management practices? Arguably, many organizations overlook the treasure trove of risk aware intelligence in crisis management and business continuity activities. Both disciplines preceded ERM as management concepts. Don’t reinvent your risk identification, assessment, and response plans as an isolated “ERM Program exercise”.

This webinar will help attendees learn how to synthesis risk aware intelligence from existing crisis management and business continuity activities. Attendees will also learn how to demonstrate to senior leadership that they can think strategically, while acting in a practical manner that leverages prior investments thereby cutting cycle-time to produce actionable results and showing ROI you didn’t think existed on historic management activities.

Learn how to quickly report on the effectiveness of your organization’s ERM Program, crisis management, and business continuity all at once. Taking for granted there is abundant theory and frameworks available for ERM, crisis management, and business continuity, this session will provide key principles to ‘connect the dots’ and think across disciplines as well as a rapid how-to approach for evaluating the quality of risk decisions.

Areas Covered in the Webinar:

• Key ERM concepts and frameworks
• The boundaries and interconnections of emergency response, crisis management, and business continuity; inputs for evaluating the quality of ERM risk identification
• Delivery and integration of crisis management and business continuity to preserve value
• ERM risk assessment options; potentially overlooked input from preexisting risk identification activities
• Evaluation of crisis and continuity capabilities; maturity of systems and processes that influence ERM effectiveness
• Be a change agent; build a business case for action
• Educate and inform senior risk managers, auditors, and operations leadership

Who Will Benefit:

• Internal Auditors
• Risk Managers
• Chief Compliance Officers
• Operational Managers
• IT Risk Directors/Managers
• Governance, Risk, Compliance (GRC) Staff
• Risk Analysts

Instructor Profile:

Jason Ackerman, Chief Audit Executive, Georgetown University, has over eighteen years of leadership experience delivering internal audit, GRC, and advisory services at corporate and public sector entities in the Americas, Europe, Asia, and Africa. Jason previously worked at major international consulting firms providing investigation, transaction advisory, technology commercialization, and strategy optimization services. His client’s included non-profits, Federal government agencies, and Fortune 500 companies.  He is a recognized speaker and active in internal audit and risk management professional societies; authoring and facilitating thought leadership topics ranging from privacy compliance to evaluating social enterprise performance.

Topic Background:

There are is a plethora of guidance on enterprise risk management (ERM) frameworks, theory, and practices. One reason for the abundance of ERM guidance is one size does not fit all; risks and corresponding management activity is a highly organization-by-organization specific concept. Many organizations may struggle with wading through all the guidance to determine how to identify relevant risks to manage. Often missing from ERM guidance is a practical how to, as a result, organizations may ‘reinvent the wheel’; separately inventorying risks to assess and respond to, instead of leveraging what they already know to be a risk, its relevance, and the aspirations to respond to that risk.

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