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The Integration of ERM with Strategy and Performance

February 13, 2018
Newton, MA

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Member Price: $60
Non-Member Price: $95



When your Board talks about enterprise risk management, are you focused on the right risks, the ones that move the needle?  Does the structure of the meeting and the management participants instead dictate attention on easy to identify but lower level – and not company-strategic – risk?  Do you spend more than 20 minutes at a meeting on ERM?  As a director, do you feel that you could provide more leadership and direction to your company's executive team if the Board were to spend more focused time and attention on those risks that could cause a 10% revenue hit or an EPS miss of several pennies a share?    

Directors' responsibility for enterprise risk management means more than reviewing a heat map and making sure that management has identified the correct risks for the company, as well as the magnitude and probability of those risks.   It means becoming informed about management's process for scanning the horizon for emerging risks while detailing the known risks, with increased attention to highly probable strategic and operational risks first, then other risk like cybersecurity, business continuity, and legal and financial compliance. 

How fast are your markets growing and are you positioned to match or exceed that? Are you seeing "disruption" that could make your products irrelevant or change ways of doing business?  What about geopolitical, economic, or environmental risks that change the cost dynamics of your ability to produce your products profitably?   When the next data privacy breach, corporate headquarters building shutdown, or revenue recognition investigation happens, are you comfortable as a director that your company and its management team are prepared?   Have you thought through the ways to stay ahead of these and other issues—and consider them as you think strategically and act tactically?   Is there a communication plan in place?   When do you think you will be notified?   How much confidence do you have that the Chief Executive Officer, operations staff, Chief Financial Officer, General Counsel, or Chief Information Officer are prepared to respond to the next crisis?   

NACD New England chapter's Feb. 13, 2018 program will cover enterprise risk management, from risk identification to management and mitigation, from appropriate frameworks for ERM to communication plans.   Equally important, panelists and you, the audience, will have a chance to explore the interplay between corporate strategy and enterprise risk, where to ask questions about risk balance, how to deal with disruption to the business, and how to ensure that you are adding value and perspective to the strategic planning process.   

Our Panelists:

James Lam - President of James Lam & Associates and  director of E*TRADE
John R. Egan
- Lead director of NetScout Systems, Inc.
Jennifer Miller
- Chief Business Sustainability Officer at Sappi North America
Jeff Levinson, Moderator
- General Counsel at NetScout

Location and Time


Boston Marriott Newton
2345 Commonwealth Avenue
Newton, MA 02466

Program Start: 7:30 AM - 9:00 AM
Registration Begins 30 minutes prior.



Question about this Event?


NACD New England Chapter

phone: 781-461-2668