Economic crises motivated our clients to work on stress testing and rapid-recovery programs. Our recent work includes supporting clients in targeted initiatives for upgrading ERM capabilities. We have also assisted public entities, as many of them are increasingly aiming to improve their enterprise-risk-management (ERM) capabilities. We have worked with clients in many different industries, including finance, energy and basic materials, automotive, pharmaceuticals, infrastructure, logistics, and travel. In more and more cases, however, CEOs and business leaders take a more proactive stance, as their goal is to further develop risk-management capabilities (proactively based on their strategic and economic priorities and growing aspiration levels) into a true competitive advantage-ultimately improving business decisions and increasing the value of the company in a risk-conscious way. Sometimes, unfortunate events in one’s own company or in the industry prompt internal soul searching regarding whether existing risk-management approaches are adequate. Some are external, such as compliance or regulatory changes, for example.
Many risk-management activities at the enterprise level are influenced by various types of pressure.
