Articles
Tag: norman marks
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Enterprise Risk Management and the Internal Audit Plan
One of internal audit's values is to tell management when the controls to manage risks and assure opportunities aren't working.
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How Do We Fix Risk Management?
Instead of risk management, can we think of it as success management or effective management? Because that's what it is.
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The Risk of Excessive Red Tape
Practitioners need to have the courage to stimulate management to remove controls and other procedures that cost more than they are worth.
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Risk Management and Cloud Computing: Two Approaches
Any discussions of IT-related risk should start with an understanding of the organization's business objectives and go from there.
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Exploring the Positive Side of Risk
Pretty much every situation has several potential outcomes — some positive, some negative. Focusing only on the latter doesn't make business sense.
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How Risk Management Can Build Credibility With Management
ERM wants a seat at the management table. What do risk practitioners need to do to make this happen? And should that really be their goal?
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Revitalizing Risk Management Through a Changed Reporting Structure
Would a change in reporting structure revitalize and give new energy to a risk management function and practice?
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Assessing and Addressing Technology Risk
Any technology risk assessment should be made in terms of the potential effect on the business, not any effect on IT assets or goals.
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Is Risk-Based Audit the Best Approach?
Risk-based audit needs a reset to enterprise risk and value auditing.
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Is It Time We Retire the GRC Acronym?
Instead of using GRC, should we instead focus on what people are responsible for rather than tagging them with an expression that signifies nothing?
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Should We Abandon Risk Assessment, Risk Management and Risk Appetite?
More people are recognizing that managing or mitigating a list of risks is not effective, nor of much value beyond compliance.
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Another Look at Risk Appetite
If you are developing a risk appetite statement, don’t do it to comply with regulations — do it so it means something.
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How Should We Be Thinking About Risk, Purpose and Objectives?
Defining a clear corporate purpose and rigorously paying attention to long-term value creation can help executives make difficult choices.
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Optimizing Board Decision-Making
The way in which the board and executive management teams have to operate to thrive in today’s environment is changing. Has your board changed as well?
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