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By conventional measures, there were no extra resources in the Symantec Corp.’s treasury–or anywhere else at Symantec, for that matter–to accommodate an entire new initiative, let alone an initiative like enterprise risk management (ERM), which requires a company to reevaluate not only the way it approaches risk mitigation but also how it defines risk itself. Still, Symantec’s assistant treasurer and director of finance, Rossini Zumwalt, didn’t hesitate for a second when she was tapped to become a core member of the company’s global risk council. In Zumwalt’s opinion, the key to tackling ERM is not canvassing the board of directors for lots of extra money to hire consultants or buy heavy-duty analytics; the key is making the risk management experts you have in the company–often managers in treasury, operations or information technology–redefine their mission. “ERM is a big word, but you don’t need to be extreme,” Zumwalt says. “We’re starting where it’s more appropriate and more cost effective–engaging people to think beyond what they know as risks.”

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