The Integration of Enterprise Risk Management (ERM) and Enterprise Performance Management (EPM).

    /Gary  /Cokinsspeaker of compliance global
    Speaker: Gary Cokins
    Duration: 60 Minutes
    Product Code: 700138
    Level: Intermediate
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There is increasing attention regarding the “overlap” of enterprise risk management (ERM) and enterprise performance management (EPM). The former refers to key risk and control indicators (KRIs and KCIs) and the latter to key performance indicators (KPIs). How do they fit together and produce synergy?

The past decade has demonstrated that the initial ERM focus on identifying, monitoring, and avoiding potential threats was too narrow, and ERM programs ended up disconnected from the value creation cycle. More recently, executives are realizing that to actually improve organizational results, ERM must integrate risk management plan, strategic planning, and performance management systems.

How should an organization apply an enterprise risk-based performance management framework to match risk exposure with risk appetite? Organizations struggle with how to integrate a risk perspective into key business decision-making processes, and how to overcome the common pitfalls of integrating risk and performance management.

why should you attend

Organizations are challenged with:
•  Defining the strategy and communicating it to managers and employees
•  Implementing the strategy by selecting and monitoring the vital key performance indicators (KPIs) with their targets to align the workforce with the strategy
•  Understanding the three categories of risk: (1) preventable risks, (2) strategy execution risks, and (3) external risks
•  Implementing the risk management programs by selecting and monitoring key risk indicators (KPIs) to monitor risk

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Areas Covered

Failure to integrate enterprise risk management (ERM) and enterprise performance management (EPM) has hidden costs that prevent organizations from fully delivering on their value creation potential. What are the warning signs and root causes of common obstacles to integrating ERM and performance management? These may include:

•  Lack of a common understanding among managers as to what enterprise performance management (EPM) is and what it accomplishes
•  Lack of tools that enable managers to effectively link strategy to operations
•  Lack of analysis capabilities to support risk-adjusted performance management
•  Inability of cross-functional teams to align their risk-taking behavior to corporate level strategy and better collaborate

Learning Objectives

•  How to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process
•  How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators in dashboards
•  Understanding the difference of the three categories of risks 
•  How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable


•  C-suite Executives
•  Financial Officers
•  Financial Controllers
•  Managerial Accountants
•  Cost Accountants
•  Financial Analysts
•  Strategic Planners
•  Risk Managers


Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytic. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at Gary received a BS degree with honors (Tau Beta Pi) in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA with honors (Beta Gamma Sigma) from Northwestern University's Kellogg School of Management in 1974.

Gary began his career as a strategic planner with FMC's Link-Belt Division and then served as Financial Controller and Operations Manager. In 1981 Gary began his management consulting career first with Deloitte consulting, and then in 1988 with KPMG consulting. 1992 Gary headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until recently Gary was in business development with SAS, a leading provider of enterprise and corporate performance management (EPM/CPM) and business analytics and intelligence software. His three most recent books are Performance Management: Finding the Missing Pieces to Close the Intelligence Gap (ISBN 0-471-57690-5), Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics (ISBN 978-0-470-44998-1), and Predictive Business Analytics all published by John Wiley & Sons.

Gary is an active member with professional associations including the AICPA, Chartered Institute of Management Accountants (CIMA), The American Production and Inventory Control Society (APICS), and the Institute for Management Accountants (IMA). For the IMA he serves as their Executive in Residence. Honors CAM-I 1993 Robert A. Bonsack Award for Distinguished Contribution to the Field of Cost Management Inaugural 2013 Institute of Management Accountants Distinguished Member Award (73,000 members) Cooperstown NY Baseball Hall of Fame; "Oldest Computer Baseball Game"; 1970.

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