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About Risk Assurance
PwC understands that significant risk is rarely confined to discrete areas within an organization. Rather, most significant risks have a wide-ranging impact across the organization. As a result, PwC's Risk Assurance practice has developed a holistic approach to risk that protects business, facilitates strategic decision making and enhances efficiency. This approach is complemented by the extensive risk and controls technical knowledge and sector-specific experience of its Risk Assurance professionals. The end result is a risk solution tailored to meet the unique needs of clients.
Integration opportunities for ERM programs describes the importance of ERM program integration and suggests ideas for integrating ERM with such business activities as business planning, strategic planning, business expansion, execution of large capital projects, mergers and acquisitions (M&A), and post-merger integration. More »
Integrating Risk Scenario Analysis in an ERM Program, describes the potential benefits from risk scenario analysis, and describes a methodology for introducing risk scenario analysis to support strategic decision-making. Once risk scenario analysis is introduced to a management team, it often becomes a standard part of the risk analysis and planning process. More »
How ERM Programs Evolve, describes common risk management program trajectories, common pitfalls, and a methodology and long-term plan for supporting a successful and relevant ERM program. The foundation of an ERM program consists of activities that occur both before and after the enterprise risk assessment: in the forms of the communication, identifying common ERM pitfalls, training in ERM methodology, analysis, planning, and reporting activities that serve to support the businesses’ actions that in turn respond effectively to enterprise risk issues and risk management program trajectories. More »
The Alignment Challenge - How Strategic is your ERM program?, provides actions to refocus ERM programs to better integrate risk management activities with strategic priorities. It also articulates the challenges and provides actual client examples of how to align strategies with risk management activities. Several actions can refocus ERM programs to better integrate risk management activities with strategic priorities. More »
Why Risk Assessments Fail, identifies the primary reasons for risk assessment fatigue and failure, and ways to improve success. The sources of risk assessment failures range from poor communication, design, execution and content to inconsistent participation and interpretation. More »
Balancing risk agility and risk resiliency for long‑term success 2016 Risk in review study We live in turbulent times. Companies across industries have faced an unprecedented confluence of risks. It's no wonder that in PwC’s 19th Annual Global CEO study, 66% of CEOs saw more threats to their business than opportunities. To remain competitive, companies must pursue two parallel strategies: 1. Building agile and flexible risk management frameworks that can anticipate and prepare for the shifts that bring long-term success and 2. Building the resiliency that will enable those frameworks to mitigate risk events and keep... More »
Take the short questionnaire to see how you compare with survey respondants from PwC's 2016 Risk in review study. Visit, www.pwc.com/us/riskinreview. More »
Companies today need speed, agility, and adaptability to keep up with rapidly changing technologies, evolving customer needs, increasingly globalized businesses, intensifying regulatory pressures and fast-shifting business models. Continuous monitoring and testing is designed to give management day-to-day assurance into the company’s controls and compliance environment. Learn more about the benefits of pursuing an advanced managed monitoring and testing solution in PwC’s report. More »
The days of inefficiently managing enterprise resilience and recovery planning by using a vast collection of documents maintained throughout shared directories are quickly coming to an end. The necessity for documentation maintenance and interconnectivity with other risk management efforts makes business continuity program administration both time-consuming and prone to errors. Implementing the business continuity application module within your GRC framework can provide significant transparency to where resiliency risks exist and how they can be managed and can engage the organization in efficiently integrating resiliency and recoverability i... More »
In today’s operating landscape, businesses are buffeted daily by the demands of rapid market shifts, political and environmental change, rapid technological advances, complex third-party relationships, and heightened regulatory scrutiny. The inability to keep pace with this multidirectional change has put many organizations on a defensive risk footing. Instead of being the dour face of “no,” GRC must become a positive, proactive force that pushes companies forward by providing a holistic view of risks, responsibilities, and opportunities. Instead of being a back-office watchdog, the GRC program must become a fully integrate... More »
Reliance on third parties is substantial and continues to gain momentum. Companies are increasingly migrating core and strategic functions to external providers with the objectives of improving efficiency, accelerating growth, and enabling operational transformation. This whitepaper highlights the journey to an integrated, responsive, and proactive business continuity management program that extends beyond your company's walls. More »
The necessity to define, create and maintain an organization’s business continuity management (BCM) capabilities often arises from a singular event. It could have been, say, a close call that increased awareness that BCM improvements were needed. Or a new regulatory obligation either directly applied or strongly encouraged by a key customer might have led to efforts to improve and document recoverability capabilities. Or growing numbers of cyber threats have become catalysts for improving both BCM and crisis management capabilities. Regardless of how the BCM program gained its initial traction, its development from a narrow focus has li... More »
US, Asia-Pacific, and Americas Cluster Risk Assurance Leader
PwC
United States
