What are likely the key questions of senior executive in considering the adoption or remediation of enterprise risk management? We ask these questions and give summary answers, giving an overview of this podcast -- over 5 hours of concentrated audio information to guide the successful roll-out of ERM. Support continues from me in the form of books, courses and consulting.

What is the “upside” of risk? Does ERM manage opportunity meaningfully? The whole thing leads to a structured innovation program that risk managers can lead with confidence.

Due diligence is not the same as risk assessment, but they are complementary. Let’s explore their application in major projects.

Enterprise Risk Management, for some, consists solely of Financial Risk Management. Is this sound? We offer commentary on quantitative modelling and its place in ERM.

Is the faltering ERM program fixable? How to diagnose challenges in Enterprise Risk Management initiatives, and determine the best course of action.

How can we best ensure an Enterprise Risk Management regime that is readily accepted and endures? Answer: by mastering the principles of program success, which will set you apart as an administrator.

How can we roll out Enterprise Risk Management with a minimal footprint? The answer is to use a principles-based approach. Once High Quality Risk Assessment is grasped, we can turn to an implementation that meets crucial criteria efficiently.

Our Enterprise Risk Management Journey has so far included: exploding common misconceptions; facilitating High Quality Risk Assessment; achieving breakthrough risk mitigation. Soon we proceed to full implementation. But who is the ERM champion (or risk champion) leading the way?

High Quality Risk Assessment means a process of sound planning; careful definition of context; and facilitating comprehensive risk ID. What is the true significance of the risk register you’ve built so carefully? How does it lead to dramatic, breakthrough risk mitigation?

High Quality Risk Assessment implies comprehensive risk identification using certain guidelines to elicit and record notions of risk, and a sensible assessment using four key criteria. I share a generic methodology developed and refined over years with clients.

We are explaining High Quality Risk Assessment, and can finally approach the process of risk identification itself. We can do so with confidence, because all of the procedural and conceptual elements we need are finally in place.

We are discussing High Quality Risk Assessment, and set out last time the many benefits of writing a Context Paper as good preparation. But what now? Looking carefully at conventional advice, we discover why risk identification is typically so ineffectual and leaves people cold!

We are discussing High Quality Risk Assessment. We can best prepare by accomplishing that classic step called “Establish the Context”. But how does this apply to my business? Context for risk assessment means projects, contracts, administrative workflows, technical processes, etc.

By now, we have a great foundation for Enterprise Risk Management: realistic rationale, definitions, and sound planning. Now to begin High Quality Risk Assessment in earnest, we address the classic “Establish the Context” - the most misunderstood and underrated step in the whole risk management process.

You must have the best organizational planning practice you can muster to complement your Enterprise Risk Management regime! Was Mintzberg right in saying Strategic Planning was dead? We continue our discussion of strategic planning best practices, supported by research.

We promised to start the discussion of the all-important risk identification process - High Quality Risk Assessment. The first step is actually to check and fix the organization’s planning practise!

Time to get into my recommended ERM process! Let’s start with practical definitions of Enterprise Risk Management and High Quality Risk Assessment. These definitions are rooted in the international standards (ISO 31000, COSO, AS/NZ 4360) but are not copied: they reflect a precise method finely honed over years with clients.

What are common misconceptions that can block success in your Enterprise Risk Management program? Your host Edward Robertson has a list of ERM myths, observed over several years’ experience as practitioner and educator. We continue our discussion with explanations and examples. For each point, we will give you the practical take-away to apply in your risk management program.

What are common misconceptions that can block success in your Enterprise Risk Management program? Your host Edward Robertson has a list of ERM myths, observed over several years’ experience as practitioner and educator. For each point, we will give you the practical take-away to apply in your risk management program.

Podcast launch! Is Enterprise Risk Management (ERM) dead? There is a stunning disconnect between the unprecedented need for ERM to be “instilled into the corporate DNA” (former President Lloyd’s of London for N.A.) and lacklustre risk manager survey results. Let’s explore why ERM is broken, and how to fix it.