Your company presents its financial plan for the next three years. One week later it already feels outdated. Your management team says they want to pay more attention to risk management. Then no one reads the risk reports. Your risk reports list countless risks. But they don't contain any information on how to manage them or how they impact your bottom line.
If these situations sound familiar, that's because they are. More than a decade after the concept of risk-return management became popular with the rise of enterprise risk management, or ERM, few companies include risk management in their financial and strategic decision making.
This report, by Oliver Wyman's practice, describes a new approach. Using dynamic financial planning, firms can better manage core material risks across the entire organization, discover greater value, and optimize returns.
