Performance and Risk
Enterprise Performance Management (EPM) and Enterprise Risk Management (ERM) have always been very separate disciplines, run by different specialists, speaking a different language, wearing different suits, having different wallpaper in their offices on entirely different floors. Largely this can be explained by the pressures of compliance. Regulators, I am sure, will not be happy to see if "Company X" tells them they have adopted the risk management COSO-framework, however "their version of it," to adapt it to their performance management framework, such as the balanced scorecard. Better to stick to the standard.
Yet, EPM and ERM are two sides of the same coin. In fact, you could claim that ERM is proactive EPM. Why wait until the EPM key performance indicators show a certain business result being below expectations, when a risk management exercise could've uncovered that way before it happening. At the same time, you can say that EPM is proactive ERM. One of the best ways to avoid risks is to have an strong strategic focus, and an aligned organization that is all geared up to reaching a certain strategic goal.
I am not aware of any methodologies that actively combine EPM and ERM. I think such a methodology could be the "next generation" of EPM and ERM together. Anyone?
frank
