In this book, two experts on the topic raise the question of why
many ERM programmes end up as box-checking silos with almost no
connection to important decision-making processes, whereas others
are empowered and end up having a profound impact on the firm's
culture, governance structures, and strategy process. The book
establishes a path to empowered ERM by drawing on insights from
theory and hard-won lessons from practice. Success factors enabling
this transition are thoroughly discussed in a start-to-finish
narrative describing the theoretical underpinnings of ERM, its
proven best practices, and onto more advanced topic such as risk
budgeting and the integration of ERM into strategic
decision-making.
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