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BENEFITS OF DOCUMENT

Learn how to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process.
Understand how to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators in dashboards.
Recognize the differences of the three categories of risks.

DOCUMENT DESCRIPTION

There is increasing attention regarding the "overlap" of enterprise risk management (ERM) and enterprise performance management (EPM). The former refers to key risk and control indicators (KRIs and KCIs) and the latter to key performance indicators (KPIs). How do they fit together and produce synergy?

The past decade has demonstrated that the initial ERM focus on identifying, monitoring, and avoiding potential threats was too narrow, and ERM programs ended up disconnected from the value creation cycle. More recently, executives are realizing that to actually improve organizational results, ERM must integrate risk, strategic planning, and enterprise performance management.

There is a need to manage three categories of risk: (1) preventable risks, (2) strategy execution risks, and (3) external risks.

How should an organization apply an enterprise risk-based performance management framework to match risk exposure with risk appetite? The framework is designed to help answer strategic questions such as "where do we want to go, how will we get there, and how's our progress?" Organizations struggle with how to integrate a risk perspective into key business decision-making processes, and how to overcome the common pitfalls of integrating risk and enterprise performance management.

Failure to integrate enterprise risk management (ERM) and enterprise performance management (EPM) has hidden costs that prevent organizations from fully delivering on their value creation potential. What are the warning signs and root causes of common obstacles to integrating ERM and performance management? These may include:

? lack of a common understanding among managers as to what enterprise performance management (EPM) is and what it accomplishes
? lack of tools that enable managers to effectively link strategy to operations
? lack of analysis capabilities to support risk-adjusted performance management
? inability of cross-functional teams to align their risk-taking behavior to corporate strategy and better collaborate

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Source: Integrating Enterprise Performance and Risk Management PowerPoint document

Integrating Enterprise Performance and Risk Management

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File Type: PowerPoint (pptx)

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Number of Slides: 68 (includes cover, transition slides)

Related Topic(s): Performance Management Risk Management Analytics

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Initial upload date (first version): Apr 29, 2018
Most recent version published: Apr 30, 2018

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