Read the headlines and the “scroll” running across the bottom of your TV screen: “Risk” shows up frequently, as do the problems resulting from poor risk management decisions. These are hot topics! But “risk” is not all bad. Growth, financial stability, and successful innovation also require risk taking and risk management. Executives, leaders, and managers in every organization need to know which risks they want to take. They also need to manage, mitigate, or avoid the risks that they do not want to take.
For a venture capital firm, the risks of new investments drive growth; for a technology firm, risks enable new products; for a nonprofit, taking risks might broaden services to better achieve a mission. Unconsidered risks, however, can cripple an enterprise. Examples are numerous: Dramatic storms; attacks on your firm’s website; hacked credit card files; a major supplier unexpectedly closing shop. Some risks are large but rare — e.g., a plague-carrying hospital patient — while others are small but potentially frequent — such as an employee slipping on wet floors. No firm is immune: Taking, managing, eliminating risks is critical for every for-profit or not-for-profit enterprise.
The discipline of enterprise risk management (ERM) helps firms identify, manage, and mitigate their risks to stay on-focus with their core missions and to be successful over the short and long terms.
Successful Leaders Think About Managing Risks
The discipline of enterprise risk management (ERM) can help executives, managers, and staffers at any enterprise, in any department, become risk aware and risk savvy. Our skills-focused curriculum makes the most of industry standards and best practices to provide tools you can use.
Director: Michele Braun
In addition to creating risk education programs for Manhattanville School of Professional Studies, Ms. Braun trains and advises businesses on risk management and payments topics for The Crossway Group, LLC. During her career in government and private industry, Ms. Braun served as secretary to the Fed-sponsored, industry-led Payments Risk Committee and the Tri-party Repo Infrastructure Reform Task Force and as Human Resources Officer for the Federal Reserve Bank of New York. She was a “hands on” manager for the Federal Reserve during 9/11 and the 2008 financial crisis. Ms. Braun is a frequent contributor to practical business publications on risk management and innovation.
Faculty: Mario Mosse President MMosse Consulting, LLC
Mario Mosse provides risk management advice and training to the financial services industry. Mr. Mosse has extensive knowledge of U.S. and international financial services and products (retail and corporate banking, securities brokerage, investment banking, asset management and life insurance) as well as risk management and internal control frameworks such as Basel III, Solvency II and COSO. For 18 years, Mr. Mosse was responsible for operational risk management at Prudential Financial, Inc. Previously, he was the Chief Internal Control Officer for Prudential Securities and Vice President, Management Internal Control of Prudential Investments and risk management and compliance officer at The Chase Manhattan Bank, N.A. for the Corporate Finance Sector, South America Regional Audit Executive, and Vice President, General Auditing. Mosse holds a Bachelor’s degree in Economic Science from Faculdade Candido Mendes, Rio de Janeiro, Brazil.
Denis Sullivan President & Principal Advisor IdeaStudio
As founder of IdeaStudio, a human resources and media consultancy, Denis Sullivan advises clients on organizational, workforce and leadership development issues. While a senior HR executive at Verizon (and its predecessor GTE), and with over 40 years of proven leadership and broad functional expertise, he established a track record for delivering award-winning programs and business solutions with specific, quantifiable outcomes. Denis has served as a trusted advisor and confidant to C-Suite human resources executives, demonstrating an effective combination of strategic and conceptual ability, operational insight and a penchant for innovation. With strong decision-making and coaching skills, Denis has built a reputation for driving change in a healthy way – by putting new ideas into action and assembling highly effective teams with a contagious desire to deliver results. Denis is an energetic communicator, a highly-rated educator and public speaker. As a skilled facilitator with an effortless personal style, Denis is able to bring forth the best ideas that a group has to offer and is practiced in the art of the difficult conversation.
Mayra Rodríguez Valladares is a management consultant and trainer covering the banking, energy, Internet, and telecommunications sectors. Current courses include Basel III, Dodd-Frank, financial derivatives, and risk management in the US and abroad. Ms. Rodríguez Valladares is a frequent contributor to business publications, including Forbes, American Banker, CMEGroup, Financial Times Energy, GARP, The New York Times Deal Book, and Oxford Economics Forecasting Group. Rodríguez Valladares earned an AB from Harvard and Radcliffe Colleges in Russian and Soviet Studies (magna cum laude) and an MBA in Emerging Markets Business and an MA in International Studies from The Wharton School and The Lauder Institute of the University of Pennsylvania. Ms. Rodríguez Valladares is fluent in English, Russian, and Spanish and proficient in German, Hebrew and Italian.
Take each seminar separately or complete all four modules to earn the Professional Certificate in Managing Enterprise Risk.
Blend Risk-based Thinking Into Strategic Management February 2019 Learn to take an enterprise-wide view of significant risks, including those directly tied to your primary business line or mission and those flowing from essential support functions. This seminar introduces steps to engage your organization and senior management in assessing when to embrace, avoid, mitigate, or insure against risks, as well as tools and international standards for developing and running an ERM program.
Create a Risk-Savvy Organizational Culture March 2019 Effective programs in enterprise risk management frequently start with questions from the board of directors and executive leadership. A culture of risk management set from the top supports decisions at all levels that reduce risk, preserve the integrity of the organization, and identify which “upside” opportunities to pursue. This module focuses on creating a common understanding of risks to be taken vs. risks to be avoided, building risk awareness into corporate culture, and the special roles for auditors and attorneys, HR professionals and leaders, enterprise-wide, in shaping that culture.
Effectively Measure, Compare, and Assess Risks April 2019 Managing risk requires measuring risk. This module provides tools for assessing and comparing risks — and risk avoidance options — across dissimilar functions. Participants will develop a model risk assessment and discuss metrics (key risk indicators) that can serve as the basis for an organization’s first assessment or as a self-audit comparison for improving existing ERM processes. Here, you will develop plans to protect people, reputation, information, and financial and physical assets.
Specialized Topics in Managing Risk: a Deeper Dive May 2019 Boards and executives rely on enterprise risk managers to bring together a consistent cross-functional view of the challenges facing their enterprises. In addition, ERM professionals are expected to be familiar with key components of the many types of risks that their organizations encounter and be able to work closely with technical experts. This seminar introduces non-specialists to core features of commonly found risks.
The Institute for Managing Risk will train leaders across the broad spectrum of enterprises to anticipate, assess, manage, and respond to these risks.
Our seminar-based programs are grounded in international standards and best practices to benefit executives and professionals at both for-profit and not-for-profit firms.
Our instructors teach research-based, success-driven strategies for managing risk.
We take a holistic approach: Looking across an entire organization is critical, as is involving all levels within the organization, from the Board of Directors through front-line staff.
We support professional advancement and pursue active cooperation between academia and the business community. IMR will provide tools to enable leaders to adapt and implement specialized and enterprise-wide risk management practices, reporting and assessment programs.