Description: The article argues that effective Enterprise Risk Management (ERM) should be tailored to fit a company’s unique characteristics rather than forcing a standardized "best practice" approach. Drawing from decades of experience, the author explains that companies often reject rigid ERM frameworks that don’t align with their business culture, risk philosophy, or strategic priorities. Key challenges include resistance to aggregate risk tolerance, formal governance structures, emerging risk management, and capital models that expose underperforming business units. The article suggests four steps for aligning ERM to a company: clarifying ERM objectives, understanding risk culture, leveraging existing risk management strengths, and committing to an iterative improvement process. A well-aligned ERM program can enhance strategic decision-making and resilience by being embraced rather than resisted.