Reason Magazin 2014Q3 Seite 22

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Major events of the past five years includ ing natural disasters geopolitical events and system threatening business breakdowns have focused a new and intense light on enterprise risk At the same time developments in corporate governance both voluntary and imposed have moved the responsibility for managing that risk higher in organizations Seeing the Big Picture To build and preserve a resilient organization CFOs must maintain a vigilant presence and train a wide angle lens on the management of risk Once primarily the responsibility of technical risk managers enterprise risk management is now rightly seen as a board level issue in most global corporations Not surprisingly this has led to an intense focus on risk mitigation efforts and a more defensive approach to managing risk across a growing spectrum including financial supply chain and more recently cyber risk What is less well understood is how proactive risk management at the enterprise level leads to business resilience enabling well prepared organizations to take advantage of critical situations and gain a competitive advantage That which doesn t kill me makes me stron ger is an ancient maxim But today with global supply chains it applies in new and interesting ways Though some of these risks would appear to fall outside the competency of the chief financial officer CFO this office is positioned to see the whole picture better than any other function in the organization The CFO should ultimately be responsible for the integration the IDEA 22 Reason ISSUE 3 2014