Enterprise Risk Management for Businesses, Organizations and Corporations
Cendrowski Corporate Advisors advises public companies, private companies, and nonprofit and philanthropic organizations on their governance and risk management processes.
- Our professionals assist organizations in establishing comprehensive enterprise risk management (ERM) practices. These practices will help your organization understand and address the industry-specific, firm-specific, operational, compliance, and competitive strategy risks you face.
- As the organization develops the ability to make more informed decisions regarding risk, and develops organizational resilience, they can leverage the opportunities that other organizations may not be comfortable in taking, creating an opportunity for competitive advantage.
- CCA’s Enterprise Risk Management services take into account both the probability and impact of such risks, allowing your organization to prioritize areas needing attention. By using our ERM services, your organization will improve its ability to better perceive risks in its external and internal environments, while standardizing risk management procedures and practices. Boards of directors and C-suite executives will also have increased confidence, knowing that risks are being properly assessed and managed.
Example Engagement: Strategic Risk Management
A diversified conglomerate was implementing a centralized enterprise risk management system to manage each subsidiary. The subsidiary managers were apprehensive about the impact—and the board was concerned about their ability to monitor procedures in the new environment.
CCA conducted a series of workshops with the board and subsidiary managers in order to clarify the organizational objectives driving the changes and identify the managers’ specific concerns. Then we conducted operational workshops within the subsidiaries to identify system limitations that could interrupt business processing.
Working with the board, CCA implemented new monitoring techniques, including a redesign of the internal audit function, which addressed the subsidiary managers’ concerns without weakening the controls.
