Board members’ combined breadth of perspective, depth of experience, and knowledge of the enterprise can lend valuable support to risk management efforts and help the organization both create and protect value.
This survey's results illustrate that institutions across the financial services industry have enhanced their risk management functions, approaches, models, and tools…but participant responses also suggest that risk management will continue to evolve.
Priorities for Tech-Savvy Directors as They Oversee IT Risk and Strategy
Boards of directors have many compelling reasons to get involved in the oversight of information technology. This publication from the Deloitte Global Center for Corporate Governance examines the board's role in providing effective IT oversight and suggests practical questions directors can ask about technology.
A disciplined balance between quantitative and qualitative financial risk management is required to limit an excessive reliance on quantitative risk metrics, while enriching qualitative approaches with the risk metrics it lacks.
Embracing emerging expectations for risk management leadership
To respond to these challenges, many boards of directors are directing executive management of organizations to embrace enterprise risk management (ERM) to develop a stronger top-down holistic view of enterprise-wide risks.
300 executives around the world say their view of strategic risk is changing
Strategic risk management is a CEO and board-level priority. Two-thirds of surveyed executives indicated that their company’s CEO, board, or board risk committee has oversight when it comes to managing risk. The findings in this report are based on a global survey conducted in spring 2013 by Forbes Insights on behalf of Deloitte. It includes insights from more than 300 respondents from the Americas, Europe, the Middle East, Africa, and the Asia-Pacific region, nearly all of whom were C-level executives, board members, or specialized risk executives.