Roles and Responsibilities in Risk Management
Overview
Developing a Strong Risk Management Culture
Successful leaders are anticipatory, understanding the potential effect and wider implications of risks. You can guide staff and correct behaviors with policies and procedures. But to fully actualize a risk management culture, leaders must convey integrity and must step up their commitment to enterprise risk management (ERM). Enterprise risk management means dealing with uncertainty. It requires leaders to make informed decisions managing people, processes and technology. In this webcast, you’ll learn what it means to be an anticipatory leader, the five levels of defense in risk management and much more.
Delivery Method: Individual webcast
CPE Credit: Management services
Program Level: Intermediate
This course is being offered by a 3rd party vendor and will not be accessible on your My CPE page. Webinar access information will be emailed directly to you by AICPA.
Highlights
Prerequisites
Familarity with enterprise risk management concepts and best practices
Designed For
Objectives
- Distinguish what it means to be an anticipatory leader.
- Compare the various roles and individual responsibilities in risk management.
- Apply the 80/20 perspective applied to enterprise risk management.
- Calculate the five levels of defense in risk management as it relates to leadership roles.
- Determine action steps for the board and executive leadership team.
Leader(s):
Leader Bios
Bruce Shepard, AICPA
Bruce Shepard, CPA, is an assistant professor of accounting at George Fox University and an adjunct professor of accounting at the University of Oregon and Portland State University. From 2006–2010, he was the chief financial officer of Las Vegas Gaming, Inc. where he had full management responsibility for all financial affairs, daily business operations, administration and human resources. From 1985–2006, he was in charge of the Middle Market Practice for PricewaterhouseCoopers, LLP in Portland, Ore. where he served as an assurance partner from 1989–2006, focusing on providing proactive business advisory services to fast-growing companies. At PricewaterhouseCoopers, LLP, Bruce spearheaded over 100 acquisitions and divestitures by leading in the financial structuring and negotiations. He worked with clients to develop strategic plans for short- and long-term growth. He assisted both start-up companies and beyond start-up companies with attaining their needed growth capital. Bruce wrote an article, “Financing Entrepreneurs,” in 1999 for the Oregon Society of CPAs. He was awarded “Beta Alpha Psi Professional of the Year” in 2006 for sustained involvement with the University of Oregon.
Non-Member Price $89.00
Member Price $75.00