IMPLEMENTING ENTERPRISE RISK MANAGEMENT

Enterprise risk management (ERM) is a growing field, but it is not often taught in business schools, and few executives really understand it. This puts them at a disadvantage because their finance, marketing, and manage-ment initiaives are only valuable if they don't fall victim to avoidable risks. In 2010, John R.S. Fraser and Betty J. Simkins published Enterprise Risk Management: Today's Leading Research and Best Practices for Tomorrow's Executives, a respected and comprehensive text on this important subject. Now, this companion volume, Implementing Enterprise Risk Management, goes a step further toward filling the void in the ERM literature.

Implementing Enterprise Risk Management also works well as a stand-alone volume. Putting ERM principles into practice requires an understanding of what risk management looks like in the real world. Implementing Enterprise Risk Management provides that understanding, with case studies from top organizations that show in detail how ERM really works. The contributors weave key concepts, definitions, strategies, and methodologies throughout the text, yielding a nice balance of academic and practical information.

Enterprise risk management is a constantly evolving process. Pure theory can be useful to a point, but the flexibility to adapt theory to fit unique scenarios is crucial. Implementing Enterprise Risk Management contains 35 chapters detailing case studies from organizations around the world, giving risk professionals a range of examples to follow in pursuing their own ERM programs. This latest volume in Wiley's Robert W. Kolb Series in Finance provides important guidance for any organization looking to integrate ERM into its risk culture.