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I often receive inquiries from companies who have launched an Enterprise Risk Management (ERM) initiative, but are unable to move beyond their initial risk assessment effort. The exact reasons differ by company, but generally they include limited linkage of large risks and influence of those risks on business performance and lack of business unit understanding of their accountabilities for risk management. In most cases, the cause of the impasse stems from an approach that is overly focused on risk identification and awareness rather than on using ERM to improve return on capital and earnings and cash flow stability.

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