Organizations tend to separate their risk management decision making from their overall business strategy discussions, and that needs to change.
This was one of the key takeaways for finance professionals in AICPA’s latest “State of Risk Oversight” report, according to one of its co-authors.
“One of the challenges we observe, and have observed for quite a while, is this sort of separation of how an organization manages and thinks about risk and how it manages and thinks about strategy,” Mark Beasley—co-author of the report, professor at the Poole College of Management at North Carolina State University, and director of its Enterprise Risk Management Initiative—told CFO Brew.
Frequently, C-suite leaders take charge of strategy and leave risk management to departments across the company such as legal, IT, insurance, or elsewhere, and often those risk managers do not communicate with each other, Beasley said.
“It’s not that entities don’t manage risk, but often they struggle to reconnect risk and strategy, to really integrate risk thinking as they think about strategy thinking,” Beasley said. “Pretty much every business leader understands risk and return go together…Well, unfortunately, the way we manage that practically, we separate it.”
For more on incorporating risk management and strategy, click here.—AZ
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