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Miami University’s Centre for Business Excellence has found: “All reputable frameworks for enterprise risk management that we have encountered (COSO 2004, in particular) emphasize that enterprise risk management is destined to fail without dedicated ownership by senior management and proper oversight by the Board. Indeed, many place strategic, operational, reporting, and compliance risks as the responsibility of one or more Board committees.”
By inference, to be successful even the best Governance frameworks require a single coordinated and integrated approach.
Combining linking of objectives, obligation, directives, and initiatives, with enterprise risk management, proactive KPI reporting, and management of Board processes and decisions, FastTrack.net provides such an approach.
30 years in risk management working with the likes of Dept of Defence, Victorian Infectious Disease Laboratories and Dept of Justice, as well as business excellence leaders such as Motorola, Fosters and Serco, has given Fast Track the understanding that to achieve effective Governance all process interrelationships need to be modeled. Understanding Governance means we know to link processes to strategic business objectives and allow aggregation of risk both horizontally as well as vertically.