未来企业风险绩效管理.docVIP

本科毕业论文（设计） 外 文 翻 译 原文： The Future: Enterprise risk-based performance management Once an organization becomes quite successful it becomes adverse to risk taking. Taking risks, albeit calculated risks, is essential for organizations to change and be innovative. Enterprise performance management is defined as a broader umbrella concept of integrated methodologies—much broader than its previous definition as dashboards and better financial reporting. What could possibly be an even broader definition? Enterprise performance management is a crucial, integral part of how an organization realizes its strategy to maximize its value to stakeholders, both in commercial and public sector organizations. This means that enterprise performance management must be encompassed by a broader overarching concept — enterprise risk management (ERM). A popular acronym is GRC (governance, risk, and compliance). One may consider governance (G) as the stewardship of executives to behave in a responsible way, such as providing a safe work environment or formulating an effective strategy; and consider compliance (C) as operating under laws and regulations. Risk management (R), the third element of GRC, is the element more associated with performance management. Governance and compliance awareness from government legislation such as Sarbanes-Oxley and Basel II is clearly on the minds of all executives. Accountability and responsibility can no longer be evaded. If executives err on compliance, they can go to jail. As a result, internal audit controls have been beefed up. Today, there is too much “C” in GRC. Its substantial administrative effort has become a distraction for organizations to focus on organizational improvement. The “R” in GRC has similar characteristics of performance management. The foundation for both ERM and performance management share two beliefs: 1. The less uncertainty there is about the future, the better. 2. If you can not measure it, you can not manage it. Risk as opp