Choosing ERM techonology and frameworks
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| Tag | 1 | 2 | Valor |
|---|---|---|---|
| LDR | 00000cam a22000004b 4500 | ||
| 001 | MAP20190005128 | ||
| 003 | MAP | ||
| 005 | 20190214164053.0 | ||
| 008 | 190214s2019 usa|||| ||| ||eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a7 | ||
| 245 | 1 | 0 | $aChoosing ERM techonology and frameworks$cOrigami Risk |
| 260 | $aChicago, IL$bOrigami Risk$c2019 | ||
| 300 | $a16 p. | ||
| 520 | $aAs organizations wrestle with expanding enterprise risk management (ERM) programs, two common areas of focus are selecting a framework and choosing an ERM technology platform. Frequently viewed in combination, these choices are often approached as end goals themselves -implement the framework, roll out the new platform, and then mark the list as complete. This white paper provides the foundation for an alternative method. Drawing from the experience of ERM experts, spanning years of successful (and less than successful) implementations, we have identified some of the keys that consistently lead to viable, sustainable programs. Framed in the right context, the choices of frameworks and technology become simplified | ||
| 650 | 4 | $0MAPA20080591182$aGerencia de riesgos | |
| 650 | 4 | $0MAPA20080588953$aAnálisis de riesgos | |
| 650 | 4 | $0MAPA20080536534$aERM | |
| 650 | 4 | $0MAPA20080586546$aNuevas tecnologías | |
| 650 | 4 | $0MAPA20080606091$aEstrategia empresarial | |
| 710 | 2 | $0MAPA20190001953$aOrigami Risk |