As organizations react to volatile operating environments and increasing stakeholder expectations, there is a growing demand to understand, assess and manage risks. In response, both boards of directors and senior management are challenged to embrace a strategic yet practical approach to enterprise risk management (ERM) to effectively manage the significant risks facing their organizations.

Many senior leaders know that successful, effective ERM programs are designed to support organizations’ strategic objectives and strategies by providing a capability to effectively manage risk. Motivating them to buy into a program can often be difficult when there are competing priorities and doubts about long-term sustainability.

In a recent poll of over 200 participants, Deloitte validated the key issues faced by Canadian organizations implementing ERM programs. Risk Intelligence: From theory to practice discusses the most significant challenges and key concepts for applying and sustaining an effective ERM program within an organization. It discusses three key dimensions to help ensure a successful ERM program:

• Combating competing organizational priorities
• Aligning ERM with corporate objectives
• Sustaining ERM within an organization

Download the complete report, Risk Intelligence: From theory to practice.