Every Chief Executive officer (CEO) pursues opportunities and takes risks in the pursuit of building enterprise value; it’s what the CEO’s board expects. At the same time, those risks must be well managed. For risk management and internal control to function when crucial decision-making moments or changing circumstances arise, directors and executive management must be committed to making them work.
Can the risk management process itself contribute value? In this issue of Board Perspectives: Risk Oversight we examine two perspectives on a value-based approach to the board’s risk oversight: strategic and proprietary.