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Bücher zum Thema „Chief Risk Officer (CRO)“

Autor: Grafiati
Veröffentlicht am 25. Juni 2021
Zuletzt aktualisiert am 1. Februar 2022

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1

Practical risk management for the CIO. Boca Raton, FL: Auerbach Publications, 2011.

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2

Averett, Patricia V. High-risk consulting with the CEO: Leveraging the alliance for change when the stakes are high. Palo Alto, Calif: Davies-Black Pub., 1999.

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3

Research, Institute for Career. Careers in information technology management: The world runs on information provided by these computer experts : you may rise to the top corporate job of CIO (chief information officer). [Chicago, Ill.]: Institute for Career Research, 2001.

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4

The progress of the DHS Chief Intelligence Officer: Hearing before the Subcommittee on Intelligence, Information Sharing, and Terrorism Risk Assessment of the Committee on Homeland Security, U.S. House of Representatives, One Hundred Ninth Congress, second session, May 24, 2006. Washington: U.S. G.P.O., 2007.

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5

United States. Congress. House. Permanent Select Committee on Intelligence. Subcommittee on Terrorism, Human Intelligence, Analysis, and Counterintelligence, Hrsg. The Department of Homeland Security Second Stage Review: The role of the Chief Intelligence Officer : joint hearing before the Subcommittee on Intelligence, Information Sharing, and Terrorism Risk Assessment of the Committee on Homeland Security joint with the Subcommittee on Terrorism, Human Intelligence, Analysis, and Counterintelligence of the House Permanent Select Committee on Intelligence, House of Representatives, One Hundred Ninth Congress, first session, October 19, 2005. Washington: U.S. G.P.O., 2007.

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6

Scherling, Mark. Practical Risk Management for the CIO. Auerbach Publishers, Incorporated, 2016.

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7

Nofsinger, John R., und Pattanaporn Chatjuthamard. Corporate Executives, Directors, and Boards. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190269999.003.0005.

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Annotation:
This chapter assesses the behavior of corporate managers and boards of directors within the framework of agency theory, stewardship theory, and psychological biases. In agency theory, a chief executive officer (CEO) is motivated to act in his or her own best interests rather than those of shareholders. Stewardship theory posits that a CEO is a self-actualizing individual seeking to grow and reach a higher level of achievement through leading an organization. A CEO exhibits self-interested behavior in managing the firm. The CEO also exhibits optimism, overconfidence, and risk-aversion behaviors that are not optimal for the company. In the context of agency theory, the board of directors should enact incentive structures and monitoring to control these behaviors. However, directors also suffer from self-interests and cognitive biases. Specifically, boards may suffer from group-dynamic problems such as social loafing, poor information sharing, and groupthink.
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8

Association, American Bar, Hrsg. Chief crisis officer: Structure and leadership for effective communications response. American Bar Association, 2017.

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9

Kissinger, Bryan. Business-Minded Chief Information Security Officer: How to Organize, Evangelize, and Operate an Enterprise-wide IT Risk Management Program. Business Expert Press, 2020.

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10

Resolution Trust Corporation: Oversight of certain loan servicers needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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11

Resolution Trust Corporation: Oversight of certain loan servicers needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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12

Office, General Accounting. Resolution Trust Corporation: Status of management efforts to control costs : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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13

Resolution Trust Corporation: Disposal of furniture, fixtures, and equipment needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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14

Office, General Accounting. Resolution Trust Corporation: Oversight of SAMDA property management contractors needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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15

Resolution Trust Corporation: Further actions needed to implement contracting management initiatives : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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16

Resolution Trust Corporation: Efforts under way to address management weaknesses : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1995.

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17

Resolution Trust Corporation: Efforts under way to address management weaknesses : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1995.

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18

Resolution Trust Corporation: Ineffective management of HomeFed Bank environmental services contracting : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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19

Resolution Trust Corporation (U.S.), Hrsg. Resolution Trust Corporation: Timelier action needed to locate missing asset files : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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20

Resolution Trust Corporation: Further actions needed to implement contracting management initiatives : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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21

Resolution Trust Corporation (U.S.), Hrsg. Resolution Trust Corporation: Timelier action needed to locate missing asset files : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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22

Resolution Trust Corporation: Disposal of furniture, fixtures, and equipment needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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23

Resolution Trust Corporation: Subcontractor cash management practices violate policy and reduce income : report to the President and Chief Executive Officer, Resolution Trust Corportation. Washington, D.C: The Office, 1992.

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24

Resolution Trust Corporation (U.S.), Hrsg. Resolution Trust Corporation: Better information could enhance controls over loan servicing costs : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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25

Resolution Trust Corporation: Better information could enhance controls over loan servicing costs : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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26

Resolution Trust Corporation: Subcontractor cash management practices violate policy and reduce income : report to the President and Chief Executive Officer, Resolution Trust Corportation. Washington, D.C: The Office, 1992.

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27

Resolution Trust Corporation: Better data could improve effectiveness of nonperforming loan auctions : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1994.

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28

Resolution Trust Corporation: Better data could improve effectiveness of nonperforming loan auctions : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1994.

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29

Resolution Trust Corporation: Evaluations needed to identify the most effective land sales methods : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1995.

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30

Resolution Trust Corporation: Evaluations needed to identify the most effective land sales methods : report to the Deputy and Acting Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1995.

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31

Resolution Trust Corporation: 1992 Washington/Baltimore auctions planned and managed poorly : report to the Honorable Roger C. Altman, President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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32

Resolution Trust Corporation: 1992 Washington/Baltimore auctions planned and managed poorly : report to the Honorable Roger C. Altman, President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1993.

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33

Office, General Accounting. Resolution Trust Corporation: Survey results on RTC's communication and real estate marketing : briefing report to the Honorable Albert V. Casey, President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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34

Resolution Trust Corporation (U.S.), Hrsg. Resolution Trust Corporation: Survey results on RTC's communication and real estate marketing : briefing report to the Honorable Albert V. Casey, President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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35

Miller, Geoffrey Parsons. The Compliance Function. Herausgegeben von Jeffrey N. Gordon und Wolf-Georg Ringe. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.9.

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Annotation:
This chapter discusses the compliance function, a form of internalized law enforcement employed by corporations and other complex organizations to ensure that employees and others associated with the firm do not violate applicable rules, regulations or norms. It first examines compliance within a general theory of enforcement. It considers the concept of internal control, the development of the compliance function and its distribution among control personnel, and compliance programs, policies, and contracts within an organization. It then analyzes the oversight obligations of the board of directors and the management team including the chief executive officer, the chief financial officer, the chief compliance officer, the chief legal officer, and the chief risk officer. It also outlines the elements of a robust compliance program and concludes by considering internal investigations, whistleblowers, criminal enforcement, compliance outside the firm, and business ethics beyond formal compliance.
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36

Ponti, Cesare, Paola Schwizer, Floricel Rugiero, Riccardo Bua Odetti, Giacomo Guerrini, Jennifer Hoffman und et alia. Governance e strategia per la gestione dei rischi nelle imprese non finanziarie. AIFIRM, 2020. http://dx.doi.org/10.47473/2016ppa00024.

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The “Corporate Risk Governance & Control” Commission, composed of risk managers, working for the top leading companies and financial institutions, many of which are publicly listed, as well as academics and board members, worked together to produce a position paper that aspires to provide principles and best practices regarding strategic risk management and risk governance. In particular, the document provides a framework, applicable to non financial companies based on their specific profiles, that integrates the general requirements established by the standard setters (i.e. the Code of Corporate Governance for publicly listed companies, the COSO Framework 2017, ISO 31000:2018 and banking and financial sector regulations) while taking into consideration elements of differentiation, uniqueness and different organizational and managerial approaches to affront risk The document is composed of two main sections: "Risk Governance” and “Risk & Strategy". In the first section, roles and responsibilities regarding risk management are addressed, starting from the importance to diffuse a risk culture consistent with mission, vision and company values to outlining the benefits of adequate organizational principals and governance. Once clarifying the difference between the first, second and third level of defense, the section concludes with a detailed analysis dedicated to the role of the Chief Risk Officer, in which the requirements of professionalism and independence are underlined as well as the key role played in the consolidation of a holistic view of the risk profile within the organization. In the second section of the position paper, ample space is dedicated to the Risk Appetite Framework, a fundamental tool to connect the business strategy and punctual risk quantification. The objective is to offer guidelines to define the risk appetite within a company. The final section of the paper proposes some suggestions for risk classification considering a portfolio view, as well as ulterior reflections regarding risk quantification, highlighting also some of the principle approaches to targeted evaluations and the drafting of a strategic plan pondered around risk.
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