Additional Praise for Implementing Enterprise Risk Management

“Educators the world over seeking to make the management of risk an integral part of management degrees have had great difficulties in providing their students with a definitive ERM text for their course. The Standards and associated Handbooks helped, but until the arrival of Implementing Enterprise Risk Management: Case Stud- ies and Best Practices, there has been no text to enlighten students on the application of an effective program to manage risk across an enterprise so that objectives are maximized and threats minimized. Fraser, Simkins, and Narvaez have combined with a group of contributors that represent the cream of risk practitioners, to pro- vide the reader with a clear and concise journey through the management of risk within a wide range of organizations and industries. The knowledge, skills, and experience in the management of risk contained within the covers of this book are second to none. It will provide a much needed resource to students and practition- ers for many years to come and should become a well-used reference on the desk of every manager of risk.”

—Kevin W. Knight AM, chairman, ISO/TC 262—Risk Management

“The authors—Fraser, Simkins, and Narvaez—have done an invaluable service to advance the science of enterprise risk management by collecting an extensive num- ber of wonderful case studies that describe innovative risk management practices in a diverse set of companies around the world. This book should be an extremely valuable source of knowledge for anyone interested in the emerging and evolving field of risk management.”

—Robert S. Kaplan, senior fellow, Marvin Bower Professor of Leadership Development, emeritus, Harvard University

“Lessons learned from case studies and best practices represent an efficient way to gain practical insights on the implementation of ERM. Implementing Enterprise Risk Management provides such insights from a robust collection of ERM pro- grams across public companies and private organizations. I commend the editors and contributors for making a significant contribution to ERM by sharing their experiences.”

—James Lam, president, James Lam & Associates; director and Risk Oversight Committee chairman, E?TRADE Financial Corporation;

author, Enterprise Risk Management—From Incentives to ControlsRead Chapter 19 scenario, and address the following question, “What are the main financial risk management issues that Cathy and the rest of the management team at Kilgore need to focus on?”
Instructions for Initial Posts:
After reading the scenario, start a new discussion thread. Points are deducted if your submission: 

Does not adhere to the University’s academic dishonesty and plagiarism policies.
Does not answer the question(s) thoroughly meaning with more than 3 paragraphs
Contains contractual phrases, as an example shouldn’t” “couldn’t” or “didn’t, or similar
Uses vague words such as “proper,” “appropriate,” “adequate,” or similar to describe a process, function, or a procedure.

As an example, “proper incident response plan,” “appropriate IT professional,” “adequate security,” or similar. These words are subjective because they have a different meaning to different individuals.