Description: Complete issue of the August 2014 Risk Management newsletter.

Description: Baseline and what-if/stressed projections of cash flows, financial statements and capital requirements are critical inputs to a range of business purposes, including forecasts, risk management, liquidity management, strategic decision making, etc. Forward looking projections have historically been inefficient and performed in silos making it difficult to scale the process as CFOs and CROs ask for more. In this session we discuss challenges of the forecast process and opportunities to meet desired future capabilities. We will also discuss “what-if” analysis and ways to support production of forward looking projections for “what-if” analysis in an efficient way.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.