Enterprise Risk Management Systems: Beyond the Balanced Scorecard

The Conference Board, Inc., 20 pages, June 10, 2005
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This report features a new approach to developing an Enterprise Risk Management (ERM) system which goes beyond earlier basic concepts to not only identify strategic success measures, but also to link them to risk factors.

Document Highlights

More than a decade ago, the 'Balanced Scorecard' represented an advance in the field of measuring corporate performance, providing a framework for companies to evaluate both financial and 'non-financial,' or 'extra-financial' measures such as quality, and customer and employee satisfaction. Subsequently, The Conference Board developed its 'Dashboard' concept to take the Balanced Scorecard from a two-dimensional to a three-dimensional view of corporate performance measures. Now, The Conference Board’s new approach to developing an Enterprise Risk Management (ERM) system goes beyond both the basic Scorecard and Dashboard concepts to not only identify strategic success measures, but also to link them to risk factors. This system allows companies to assess where earnings may be vulnerable and to develop and prioritize risk mitigation strategies.

Topics covered:

  • Moving Beyond the Balanced Scorecard
  • The Conference Board’s “Dashboard” of Success Measures
  • Risk Identification and Assessment
  • The Role of the Board in ERM Oversight
  • Summary: Integrating Systems Is Critical

Features over a dozen tables and charts.

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