CASE #1:

A multi-billion-dollar Tier I aircraft manufacturer sought to implement an integrated ERM framework across the organization that would include supply-chain risk management and project risk management roll-ups. Working with the CFO and Treasurer, the capacity of the organization to accept change was carefully evaluated and a risk management framework was designed and implemented to complement culture as well as capability maturity over time. With additional coaching and training, the organization’s risk management capabilities matured from an initial assessment of “AD HOC” to assessment levels of “DEFINED” and “INTEGRATED.” While the organization recognized that their culture did not require a fully “OPTIMIZED” capability, they did seek optimization in the areas of integration and process.

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