Fluent Essays

Please ready the attached file and how ERM can be integrated with an organization’s overall strategy. Prepare a research paper on a of the various issues, protocols, methods, frameworks you found and discuss how – if possible – organizations can use ERM as strategy. It is perfectly acceptable if you deem ERM cannot be used as strategy, just back up your claim with scholarly research and justifications.Your paper should meet these requirements: Be approximately four to six pages in length, not including the required cover page and reference page.Follow APA 7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing. _coso_erm_integrating_with_strategy_and_performance_executive_summary.pdf Unformatted Attachment Preview C o m m i t te e o f S p o n s o r i n g O rg a n iz a t i o n s o f t h e Tre a d w ay C o m m i s s i o n Enterprise Risk Management Integrating with Strategy and Performance Executive Summary June 2017 This project was commissioned by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), which is dedicated to providing thought leadership through the development of comprehensive frameworks and guidance on internal control, enterprise risk management, and fraud deterrence designed to improve organizational performance and oversight and to reduce the extent of fraud in organizations. COSO is a private sector initiative, jointly sponsored and funded by: • American Accounting Association • American Institute of Certified Public Accountants • Financial Executives International • Institute of Management Accountants • The Institute of Internal Auditors ©2017 All Rights Reserved. No part of this publication may be reproduced, redistributed, transmitted, or displayed in any form or by any means without written permission of COSO. P254469-01 0516 Executive Summary Foreword In keeping with its overall mission, the COSO Board commissioned and published in 2004 Enterprise Risk Management—Integrated Framework. Over the past decade, that publication has gained broad acceptance by organizations in their efforts to manage risk. However, also through that period, the complexity of risk has changed, new risks have emerged, and both boards and executives have enhanced their awareness and oversight of enterprise risk management while asking for improved risk reporting. This update to the 2004 publication addresses the evolution of enterprise risk management and the need for organizations to improve their approach to managing risk to meet the demands of an evolving business environment. The updated document, now titled Enterprise Risk Management—Integrating with Strategy and Performance, highlights the importance of considering risk in both the strategy-setting process and in driving performance. The first part of the updated publication offers a perspective on current and evolving concepts and applications of enterprise risk management. The second part, the Framework, is organized into five easy-to-understand components that accommodate different viewpoints and operating structures, and enhance strategies and decision-making. In short, this update: • Provides greater insight into the value of enterprise risk management when setting and carrying out strategy. • Enhances alignment between performance and enterprise risk management to improve the setting of performance targets and understanding the impact of risk on performance. • Accommodates expectations for governance and oversight. • Recognizes the globalization of markets and operations and the need to apply a common, albeit tailored, approach across geographies. • Presents new ways to view risk to setting and achieving objectives in the context of greater business complexity. • Expands reporting to address expectations for greater stakeholder transparency. • Accommodates evolving technologies and the proliferation of data and analytics in supporting decision-making. • Sets out core definitions, components, and principles for all levels of management involved in designing, implementing, and conducting enterprise risk management practices. Readers may also wish to consult a complementary publication, COSO’s Internal Control— Integrated Framework. The two publications are distinct and have different focuses; neither supersedes the other. However, they do connect. Internal Control—Integrated Framework encompasses internal control, which is referenced in part in this updated publication, and therefore the earlier document remains viable and suitable for designing, implementing, conducting, and assessing internal control, and for consequent reporting. The COSO Board would like to thank PwC for its significant contributions in developing Enterprise Risk Management—Integrating with Strategy and Performance. Their full consideration of input provided by many stakeholders and their insight were instrumental in ensuring that the strengths of the original publication have been preserved, and that text has been clarified or expanded where it was deemed helpful to do so. The COSO Board and PwC together would also like to thank the Advisory Council and Observers for their contributions in reviewing and providing feedback. Robert B. Hirth Jr. COSO Chair Dennis L. Chesley PwC Project Lead Partner and Global and APA Risk and Regulatory Leader June 2017 iii Enterprise Risk Management | Integrating with Strategy and Performance Committee of Sponsoring Organizations of the Treadway Commission Board Members Robert B. Hirth Jr. Richard F. Chambers Mitchell A. Danaher Charles E. Landes Douglas F. Prawitt Sandra Richtermeyer Miles E.A. Everson Dennis L. Chesley Frank J. Martens Matthew Bagin Hélène Katz Katie T. Sylvis Sallie Jo Perraglia Kathleen Crader Zelnik Maria Grimshaw COSO Chair American Institute of Certified Public Accountants The Institute of Internal Auditors American Accounting Association Financial Executives International Institute of Management Accountants PwC—Author Principal Contributors Engagement Leader and Global and Asia, Pacific, and Americas (APA) Advisory Leader New York, USA Director Washington DC, USA Manager New York, USA iv June 2017 Project Lead Partner and Global and APA Risk and Regulatory Leader Washington DC, USA Director New York, USA Manager Washington DC, USA Project Lead Director and Global Risk Framework and Methodology Leader British Columbia, Canada Director Washington DC, USA Senior Associate New York, USA Executive Summary The Changing Risk Landscape Our understanding of the nature of risk, the art and science of choice, lies at the core of our modern economy. Every choice we make in the pursuit of objectives has its risks. From day-today operational decisions to the fundamental trade-offs in the boardroom, dealing with risk in these choices is a part of decision-making. As we seek to optimize a range of possible outcomes, decisions are rarely binary, with a right and wrong answer. That’s why enterprise risk management may be called both an art and a science. And when risk is considered in the formulation of an organization’s strategy and business objectives, enterprise risk management helps to optimize outcomes. Our understanding of risk and our practice of enterprise risk management have improved greatly over the past few decades. But the margin for error is shrinking. The World Economic Forum has commented on the “increasing volatility, complexity and ambiguity of the world.”1 That’s a phenomenon we all recognize. Organizations encounter challenges that impact reliability, relevancy, and trust. Stakeholders are more engaged today, seeking greater transparency and accountability for managing the impact of risk while also critically evaluating leadership’s ability to crystalize opportunities. Even success can bring with it additional downside risk—the risk of not being able to fulfill unexpectedly high demand, or maintain expected business momentum, for example. Organizations need to be more adaptive to change. They need to think strategically about how to manage the increasing volatility, complexity, and ambiguity of the world, particularly at the senior levels in the organization and in the boardroom where the stakes are highest. Enterprise Risk Management—Integrating with Strategy and Performance provides a Framework for boards and management in entities of all sizes. It builds on the current level of risk management that exists in the normal course of business. Further, it demonstrates how integrating enterprise risk management practices throughout an entity helps to accelerate growth and enhance performance. It also contains principles that can be applied—from strategic decision-making through to performance. Below, we describe why it makes sense for management and boards to use the enterprise risk management framework,2 what organizations have achieved by applying enterprise risk management, and what further benefits they can realize through its continued use. We conclude with a look into the future. Management’s Guide to Enterprise Risk Management Management holds overall responsibility for managing risk to the entity, but it is important for management to go further: to enhance the conversation with the board and stakeholders about using enterprise risk management to gain a competitive advantage. That starts by deploying enterprise risk management capabilities as part of selecting and refining a strategy. Most notably, through this process, management will gain a better understanding of how the explicit consideration of risk may impact the choice of strategy. Enterprise risk management enriches management dialogue by adding perspective to the strengths and weaknesses of a strategy as conditions change, and to how well a strategy fits with the organization’s mission and vision. It allows management to feel more confident that they’ve examined alternative strategies and considered the input of those in their organization who will implement the strategy selected. ..................................................................................................... 1 The Global Risks Report 2016, 11th edition, World Economic Forum (2016). 2 The Framework uses the term “board of directors” or “board,” which encompasses the governing body, including board, supervisory board, board of trustees, general partners, or owner. June 2017 1 Enterprise Risk Management | Integrating with Strategy and Performance Once strategy is set, enterprise risk management provides an effective way for management to fulfill its role, knowing that the organization is attuned to risks that can impact strategy and is managing them well. Applying enterprise risk management helps to create trust and instill confidence in stakeholders in the current environment, which demands greater scrutiny than ever before about how risk is actively addressing and managing these risks. The Board’s Guide to Enterprise Risk Management Every board has an oversight role, helping to support the creation of value in an entity and prevent its decline. Traditionally, enterprise risk management has played a strong supporting role at the board level. Now, boards are increasingly expected to provide oversight of enterprise risk management. The Framework supplies important considerations for boards in defining and addressing their risk oversight responsibilities. These considerations include governance and culture; strategy and objective-setting; performance; information, communications and reporting; and the review and revision of practices to enhance entity performance. The board’s risk oversight role may include, but is not limited to: • Reviewing, challenging, and concurring with management on: –– Proposed strategy and risk appetite. –– Alignment of strategy and business objectives with the entity’s stated mission, vision, and core values –– Significant business decisions including mergers acquisitions, capital allocations, funding, and dividend-related decisions –– Response to significant fluctuations in entity performance or the portfolio view of risk. –– Responses to instances of deviation from core values. Questions for management Can all of management—not just the chief risk officer—articulate how risk is considered in the selection of strategy or business decisions? Can they clearly articulate the entity’s risk appetite and how it might influence a specific decision? The resulting conversation may shed light on what the mindset for risk taking is really like in the organization. Boards can also ask senior management to talk not only about risk processes but also about culture. How does the culture enable or inhibit responsible risk taking? What lens does management use to monitor the risk culture, and how has that changed? As things change—and things will change whether or not they’re on the entity’s radar—how can the board be confident of an appropriate and timely response from management? • Approving management incentives and remuneration. • Participating in investor and stakeholder relations. Over the longer term, enterprise risk management can also enhance enterprise resilience—the ability to anticipate and respond to change. It helps organizations identify factors that represent not just risk, but change, and how that change could impact performance and necessitate a shift in strategy. By seeing change more clearly, an organization can fashion its own plan; for example, should it defensively pull back or invest in a new business? Enterprise risk management provides the right framework for boards to assess risk and embrace a mindset of resilience. What Enterprise Risk Management Has Achieved COSO published Enterprise Risk Management—Integrated Framework in 2004. The purpose of that publication was to help entities better protect and enhance stakeholder value. Its underlying philosophy was that “value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives.”3 ..................................................................................................... 3 2 June 2017 Enterprise Risk Management—Integrated Framework, Executive Summary, COSO (2004). Executive Summary Since its publication, the Framework has been used successfully around the world, across industries, and in organizations of all types and sizes to identify risks, manage those risks within a defined risk appetite, and support the achievement of objectives. Yet, while many have applied the Framework in practice, it has the potential to be used more extensively. It would benefit from examining certain aspects with more depth and clarity, and by providing greater insight into the links between strategy, risk, and performance. In response, therefore, the updated Framework in this publication: • More clearly connects enterprise risk management with a multitude of stakeholder expectations. • Positions risk in the context of an organization’s performance, rather than as the subject of an isolated exercise. • Enables organizations to better anticipate risk so they can get ahead of it, with an understanding that change creates opportunities, not simply the potential for crises. This update also answers the call for a stronger emphasis on how enterprise risk management informs strategy and its performance. Benefits of Effective Enterprise Risk Management All organizations need to set strategy and periodically adjust it, always staying aware of both ever-changing opportunities for creating value and the challenges that will occur in pursuit of that value. To do that, they need the best possible framework for optimizing strategy and performance. That’s where enterprise risk management comes into play. Organizations that integrate enterprise risk management throughout the entity can realize many benefits, including, though not limited to: • Increasing the range of opportunities: By considering all possibilities—both positive and negative aspects of risk— management can identify new opportunities and unique challenges associated with current opportunities. • Identifying and managing risk entity-wide: Every entity faces myriad risks that can affect many parts of the organization. Sometimes a risk can originate in one part of the entity but impact a different part. Consequently, management identifies and manages these entity-wide risks to sustain and improve performance. • Increasing positive outcomes and advantage while reducing negative surprises: Enterprise risk management allows entities to improve their ability to identify risks and establish appropriate responses, reducing surprises and related costs or losses, while profiting from advantageous developments. Clearing up a few misconceptions We’ve heard a few misconceptions about the original Framework since it was introduced in 2004. To set the record straight: Enterprise risk management is not a function or department. It is the culture, capabilities, and practices that organizations integrate with strategy-setting and apply when they carry out that strategy, with a purpose of managing risk in creating, preserving, and realizing value. Enterprise risk management is more than a risk listing. It requires more than taking an inventory of all the risks within the organization. It is broader and includes practices that management puts in place to actively manage risk. Enterprise risk management addresses more than internal control. It also addresses other topics such as strategy-setting, governance, communicating with stakeholders, and measuring performance. Its principles apply at all levels of the organization and across all functions. Enterprise risk management is not a checklist. It is a set of principles on which processes can be built or integrated for a particular organization, and it is a system of monitoring, learning, and improving performance. Enterprise risk management can be used by organizations of any size. If an organization has a mission, a strategy, and objectives—and the need to make decisions that fully consider risk—then enterprise risk management can be applied. It can and should be used by all kinds of organizations, from small businesses to community-based social enterprises to government agencies to Fortune 500 companies. June 2017 3 Enterprise Risk Management | Integrating with Strategy and Performance • Reducing performance variability: For some, the challenge is less with surprises and losses and more with variability in performance. Performing ahead of schedule or beyond expectations may cause as much concern as performing short of scheduling and expectations. Enterprise risk management allows organizations to anticipate the risks that would affect performance and enable them to put in place the actions needed to minimize disruption and maximize opportunity. • Improving resource deployment: Every risk could be considered a request for resources. Obtaining robust information on risk allows management, in the face of finite resources, to assess overall resource needs, prioritize resource deployment and enhance resource allocation. • Enhancing enterprise resilience: An entity’s medium- and long-term viability depends on its ability to anticipate and respond to change, not only to survive but also to evolve and thrive. This is, in part, enabled by effective enterprise risk management. It becomes increasingly important as the pace of change accelerates and business complexity increases. These benefits highlight the fact that risk should not be viewed solely as a potential constraint or challenge to setting and carrying out a strategy. Rather, the change that underlies risk and the organizational responses to risk give rise to strategic opportunities and key differentiating capabilities. The Role of Risk in Strategy Selection Strategy selection is about making choices and accepting trade-offs. So it makes sense to apply enterprise risk management to strategy as that is the best approach for untangling the art and science of making well-informed choices. Risk is a consideration in many strategy-setting processes. But risk is often evaluated primarily in relation to its potential effect on an already-determined strategy. In other words, the discussions focus on risks to the existing strategy: We have a strategy in place, what could affect the relevance and viability of our strategy? But there are other questions to ask about strategy, which org ... Purchase answer to see full attachment