 |
 |
|
| Resource Library | ||
GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies. Use the navigation to scroll through and find the information that pertains to you and your performance management needs.
GSMI is always looking for the most up to date case studies and effective information to provide executive leaders today. If you have an interesting article to publish fill the form out below and contact us.
By GSMIweb on 22-Apr-10 03:35.
February 12, 2010 San Diego, CA: Global Strategic Management Institute (GSMI) is pleased to announce its Second Annual Governance, Risk Management, and Compliance Summit, April 28-30, 2010, at the Regal Sun Resort in Downtown Disney World, Orlando, Florida. The Spring 2010 Summit will include expanded and in-depth sessions addressing significant trends in the GRC market such as Continuous Controls Monitoring for Transactions and Confronting the Demands of Increased Corporate Oversight & Looming Regulatory Mandates. Because so many security and information professionals find themselves with too few resources and too many challenges, GSMI has also included their 10 for 7 demonstration series where ten hand-picked industry experts will offer short presentations on available solutions, options and products which attendees may want to consider when tackling threats, vulnerabilities, controls and changing requirements.
Enterprise Risk Management and Risk Assessment Resources Enterprise risk management (ERM) is an integrated, forward-looking and process-orientated approach to managing all key business risks and opportunities - not just financial ones - with the intent of maximizing value for the enterprise as a whole. KnowledgeLeader provides policies, tools, articles, and other resources to help you: • Understand enterprise risk management • Develop risk management and risk assessment checklists, policies, and procedures; • Understand current risks; • Discover best practices to mitigate risk; • Reduce business risk in all areas. Articles from thought leaders share techniques and approaches, providing ideas, best practices, and actionable advice. Select one of the areas below to view a sample of the risk management and risk assessment information available on KnowledgeLeader. We have also provided summaries of other risk related articles and tools that are available with a free trial or subscription. Below you will find just a few examples of the KnowledgeLeader materials focused on Enterprise Risk Management: • Tools • Publications • External Resources
ERM and Information Technology Originally Published: April 01, 2006 Internal auditors are faced with new challenges as the importance of understanding information technology (IT) and its impact on risk management becomes even more critical. Internal auditors can provide value to businesses if they use their IT knowledge to help an organization implement a successful enterprise risk management (ERM) program. Since Sarbanes-Oxley, ERM's increasingly important role in organizations has forced internal auditors to use a more risk-focused approach as an alternative to the more traditional control-based approach. The internal environment of an organization includes risk appetite as well as other components such as ethical values. Decisions made about risk tolerance correlate with information technology choices. If an organization choices to use e-commerce, it becomes a global business and should consider all the risks associated with technological changes.
ERM: The Importance of Senior Management Buy-In and Leadership Originally Published: May 01, 2008 The members discussed four major themes in the practical application of ERM oversight. The first topic they addressed was engaging management in the task of risk management. This theme permeated the rest of their discussions on the governance of risk management, identifying and prioritizing key risks, and ERM in action. Engaging Management in the Task of Risk Management The committee agreed that CEO involvement and buy-in was the priority to establishing effective enterprise wide risk management. They cited that CEOs were not taking the lead on this initiative for several reasons. The committee observed that top management didn't fully understand the concepts behind ERM, it seemed like an undertaking involving a change in culture, could not quantify the results, and felt they didn't receive a tangible return on investment.
ERM: Building on Section 404 Originally Published: April 01, 2006 Once a company completes their initial compliance with Section 404 of the Sarbanes-Oxley Act, they don't necessarily address the requirements needed to fully implement enterprise risk management (ERM). However, most companies that have taken this first step are developing more discipline and more control awareness within their business. The next important goal is to address the eight ERM components
Showing 1 - 5 of 44 Articles