Agile Enterprise Risk Management: Risk-Based Thinking, Multi-Disciplinary Management and Digital Transformation

In the VUCA (Volatile, Uncertain, Complex and Ambiguous) world in which we are currently operating the rapid evolution of forces acting on your company, such as technology, are driving continual change to the degree that you will need to be prepared to evolve and transform again and again to keep pace. There is no single target end-state that you can reach that will allow you to take an extended breather. The chances are, you will have to change course, maybe more than once, while executing any substantial transformation you undertake.

If your company is to be sustainable, you will need to perform a Digital Transformation and prepare yourself to manage the numerous, varied and changing risks that go along with it. Authorities on risk management, such as ISO, COSO, OMB and NIST, focus more on what Risk Management should look like once it's in place than they do on how to get there. They generally leave it up to companies to determine how to organize and implement it, themselves.

Agile Enterprise Risk Management is the discipline you will need to meet this challenge. Managing risks while transforming a company to enable continuous adaptation are substantial, and AERM practices are an evolutionary step away from traditional Risk Assessment, Risk Management and Risk Assurance. The value that Agile Enterprise Risk Management provides is guidance as to how to achieve accelerated RM while continuing to comply with relevant standards.

Although you are now faced with the challenge of performing two transformations simultaneously, it is feasible if you are willing to do it. It is quite possible that you are already doing a lot of what you need to do to succeed at this. Digital transformation and AERM adoption are symbiotic--both require common management disciplines, which must be implemented and exercised in a manner consistent with running a digital business, to be successful. This book provides a road map to achieving this.

在我們目前所處的VUCA（易變、不確定、複雜和模糊）世界中，像科技這樣的力量的快速演變正在驅使持續變革，以至於您需要準備不斷演進和轉型，以跟上步伐。沒有一個單一的目標終點可以讓您放鬆一段時間。很有可能，在執行任何重大轉型時，您將不得不改變方向，可能不止一次。

如果您的公司要持續發展，您需要進行數位轉型並準備好應對相應的眾多、多變和變動的風險。風險管理的權威機構，如ISO、COSO、OMB和NIST，更關注風險管理在實施後應該是什麼樣子，而不是如何實現。他們通常讓公司自行決定如何組織和實施。

「敏捷企業風險管理」是您應對這一挑戰所需的學科。在使公司能夠持續適應的同時管理風險是相當重要的，而敏捷企業風險管理實踐是傳統風險評估、風險管理和風險保證的一個演進步驟。敏捷企業風險管理提供的價值在於指導如何實現加速的風險管理，同時繼續遵守相關標準。

儘管您現在面臨著同時進行兩個轉型的挑戰，但只要您願意，這是可行的。很有可能您已經在做很多您需要成功的事情。數位轉型和敏捷企業風險管理的採用是相輔相成的，兩者都需要共同的管理學科，必須以符合運營數位業務的方式實施和執行，才能取得成功。本書提供了實現這一目標的路線圖。

Howard M. Wiener is a big-picture Enterprise, Business and Technical Architect who has helped organizations and enterprises define and implement transformation programs for over 40 years. Mr. Wiener integrates Architecture, Risk-Based Thinking and Program and Project Management disciplines to ensure that clients do the right technical things for the right business reasons. He has worked with companies in diverse industries in a variety of roles from programmer to consultant to CIO, with a common theme of helping companies to realize business value from their investments in technology and transformation.

Howard M. Wiener是一位全局企業、商業和技術架構師，他在過去40年中幫助組織和企業定義和實施轉型計劃。Wiener先生整合了架構、風險思維和計劃和項目管理學科，以確保客戶出於正確的商業原因做出正確的技術選擇。他曾在不同行業的公司中擔任多種角色，從程序員到顧問再到CIO，但他的共同目標是幫助公司從技術和轉型投資中實現商業價值。