Enterprise Risk Management

July 15, 2021
Hosted by William Ulrich

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Episode Description

Is it getting riskier to do business? According to a 2018 survey from North Carolina State and the AICPA, 92% of respondents said the volume and complexity of risks have increased over the past 5 years. In response, many companies have bolstered their Enterprise Risk Management programs and, as of 2017, 67% of large organizations employed a chief risk officer, up from 49% in 2014. But are companies focused on the right thing? Many are looking at analysis and documentation, versus action and remediation. And what role does risk management play in strategic planning? Not much according to the survey, which states that only 29% of board members said they substantively discuss top risk exposures in a formal manner when engaged in strategic planning exercises. At most organizations, again according to the survey, chief risk officers and other senior risk professionals are relegated to analyst roles, where few of them have a direct role in decision making. There are numerous other issues related to Enterprise Risk Management that organizations of all sizes and types should consider. To shed light on these issues and enhance your understanding of Enterprise Risk Management and its role in strategy execution, William Ulrich will be interviewing Sim Segal and Jim Gilligan, leading experts in the field. With decades of experience across multiple industries, as well as leadership in prominent academic circles, these experts will share what organizations are doing well in Enterprise Risk Management, where they can improve, and why the discipline should be integrated into formal strategy execution. Join William and his guests for what is sure to be an insightful and eye-opening discussion.

The North Star

Archives Available on VoiceAmerica Business Channel

The North Star takes a deep dive into the topic of strategy execution, often challenging conventional wisdom for achieving an organization’s strategic vision. The host and thought leaders from multiple fields explore concepts that include rethinking innovation, increasing enterprise agility, transitioning to the circular economy, managing enterprise risk and becoming a cognitive enterprise. Setting sights on one’s “north star” is only half the story. Decades of experience point to the headwinds organizations have faced in pursuit of their strategic vision. To that end, the North Star examines how organizations can more effectively deliver on critical business strategies in these uncertain times. The show tackles intractable challenges that many organizations have historically sidestepped, such as optimizing major program investments and untangling high risk technology deployments. While the show often points toward the road less traveled, that road that can make all the difference.

William Ulrich

William Ulrich is President of Tactical Strategy Group, Inc., Cofounder of Business Architecture Associates, President and Cofounder of the Business Architecture Guild and Cutter Consortium Fellow. As a management consultant for more than 40 years, Mr. Ulrich continues to serve as advisor, mentor and workshop leader to corporations and governments worldwide. He is a thought leader in strategy execution, business transformation, business architecture and transformation oversight. Mr. Ulrich has the unique ability to engage executives and practitioners across business and IT boundaries to facilitate and streamline ecosystem-wide transformation. His transformation workshops and lectures have been widely attended by organizations worldwide. Mr. Ulrich blends his IT transformation expertise with his extensive business architecture and business transformation experience to deliver end-to-end solutions that are fully aligned to business strategy. He has authored or coauthored multiple books and transformation methodologies and was an originating contributor to “A Guide to the Business Architecture Body of Knowledge.” Prior to founding Tactical Strategy Group in 1990, Mr. Ulrich served as management consultant, spending the bulk of the 1980s with KPMG where he helped mature its software reengineering practice. His latest writings focus on the cognitive enterprise, transitioning to the circular economy and business-driven IT architecture transformation.

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