{"product_id":"governance-risk-management-and-compliance-isbn-9781118024300","title":"Governance, Risk Management, and Compliance","description":"\u003cb\u003eAn expert's insider secrets to how successful CEOs and directors shape, lead, and oversee their organizations to achieve corporate goals\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eGovernance, Risk Management, and Compliance\u003c\/i\u003e shows senior executives and board members how to ensure that their companies incorporate the necessary processes, organization, and technology to accomplish strategic goals. Examining how and why some major companies failed while others continue to grow and prosper, author and internationally recognized expert Richard Steinberg reveals how to cultivate a culture, leadership process and infrastructure toward achieving business objectives and related growth, profit, and return goals.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eExplains critical factors that make compliance and ethics programs and risk management processes really work\u003c\/li\u003e \u003cli\u003eExplores the board's role in overseeing corporate strategy, risk management, CEO compensation, succession planning, crisis planning, performance measures, board composition, and shareholder communications\u003c\/li\u003e \u003cli\u003eHighlights for CEOs, senior management teams, and board members the pitfalls to avoid and what must go right for success\u003c\/li\u003e \u003cli\u003eOutlines the future of corporate governance and what's needed for continued effectiveness\u003c\/li\u003e \u003cli\u003eWritten by well-known corporate governance and risk management expert Richard Steinberg\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eGovernance, Risk Management, and Compliance\u003c\/i\u003e lays a sound foundation and provides critical insights for understanding the role of governance, risk management, and compliance and its successful implementation in today's business environment.\u003c\/p\u003e \u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003ePreface xix\u003c\/p\u003e \u003cp\u003eAcknowledgments xxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: What is GRC, and Why Does It Matter? 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is GRC? 2\u003c\/p\u003e \u003cp\u003eWhy GRC Matters 3\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Culture, the Critical Driver 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is Culture? 5\u003c\/p\u003e \u003cp\u003eMore Cultural Failures 6\u003c\/p\u003e \u003cp\u003eCompanies That Got It Right 8\u003c\/p\u003e \u003cp\u003eBeing Legal, Honest, Candid, and . . . 10\u003c\/p\u003e \u003cp\u003eIntegrity versus Spin 13\u003c\/p\u003e \u003cp\u003eSpeaking the Same Language 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Cost-Effective Compliance Programs 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Back-Breaking Costs 22\u003c\/p\u003e \u003cp\u003eBeyond the Direct Costs 24\u003c\/p\u003e \u003cp\u003eMajor Mistakes at Platinum-Branded Companies 24\u003c\/p\u003e \u003cp\u003eHow Companies Got Where They Are 30\u003c\/p\u003e \u003cp\u003eKeys to Getting It Right 31\u003c\/p\u003e \u003cp\u003eThe Compliance Office 36\u003c\/p\u003e \u003cp\u003eMaking It Happen 38\u003c\/p\u003e \u003cp\u003eThe Rewards 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Ethics Programs: Another Foundational Block 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTone at the Top 42\u003c\/p\u003e \u003cp\u003eProblems at Daimler 42\u003c\/p\u003e \u003cp\u003eElements of an Ethics Program 43\u003c\/p\u003e \u003cp\u003eSetting the Tone at the Top: Hewlett-Packard 51\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Risk Management and the Financial System's Near Meltdown 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Went So Terribly Wrong 59\u003c\/p\u003e \u003cp\u003eThe Regulatory System 63\u003c\/p\u003e \u003cp\u003eMerrill Lynch 65\u003c\/p\u003e \u003cp\u003eWhere Were the Boards? 68\u003c\/p\u003e \u003cp\u003eDid CEOs See It Coming? 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: What Is Risk Management About? 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk 76\u003c\/p\u003e \u003cp\u003eRisk Management 79\u003c\/p\u003e \u003cp\u003eEnterprise Risk Management 80\u003c\/p\u003e \u003cp\u003eIs It Really Worth the Effort? 85\u003c\/p\u003e \u003cp\u003eERM Application Techniques 88\u003c\/p\u003e \u003cp\u003eKey Risk Indicators 91\u003c\/p\u003e \u003cp\u003eBP 92\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Implementing ERM 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDrivers for ERM 99\u003c\/p\u003e \u003cp\u003ePitfalls 102\u003c\/p\u003e \u003cp\u003eEffective Implementation 106\u003c\/p\u003e \u003cp\u003eRoles and Responsibilities 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Does Internal Control Really Matter? 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImpact of SOX 404 on Financial Reporting 122\u003c\/p\u003e \u003cp\u003eResponsibility for SOX 404 124\u003c\/p\u003e \u003cp\u003eOther Relevant SOX Provisions 126\u003c\/p\u003e \u003cp\u003eDo Effective Financial Reporting Controls Really Prevent Fraudulent Financial Reporting? 127\u003c\/p\u003e \u003cp\u003eReal Life in the C-Suite 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Control over Operational Performance 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIT Controls 134\u003c\/p\u003e \u003cp\u003eSociété Générale 135\u003c\/p\u003e \u003cp\u003eWashington Mutual 139\u003c\/p\u003e \u003cp\u003eCountrywide Financial Corporation 143\u003c\/p\u003e \u003cp\u003eThe Foreclosure Fiasco 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Boards of Directors’ Focus 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Focus on the Rules 155\u003c\/p\u003e \u003cp\u003eTruly Effective Boards 156\u003c\/p\u003e \u003cp\u003eA Public Watchdog? 158\u003c\/p\u003e \u003cp\u003eSocietal Responsibility 160\u003c\/p\u003e \u003cp\u003ePotential Pitfalls 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Overseeing Strategy and Risk Management 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy 169\u003c\/p\u003e \u003cp\u003eRisk Management 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: CEO Compensation, Succession Planning, and Crisis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManagement 185\u003c\/p\u003e \u003cp\u003eCEO Compensation 185\u003c\/p\u003e \u003cp\u003eSuccession Planning 192\u003c\/p\u003e \u003cp\u003eCrisis Management 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Performance Measurement and Reporting 201\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerformance Measures 201\u003c\/p\u003e \u003cp\u003eFinancial Reporting 205\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Building an Effective Board 219\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLooking Objectively 220\u003c\/p\u003e \u003cp\u003eA Shift in Direction 221\u003c\/p\u003e \u003cp\u003eBuilding a Better Board 223\u003c\/p\u003e \u003cp\u003eBoard Assessments 226\u003c\/p\u003e \u003cp\u003eBottom Line 230\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Avoiding Board Pitfalls 231\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFollowing the Herd 231\u003c\/p\u003e \u003cp\u003eObtaining Critical Information 238\u003c\/p\u003e \u003cp\u003eA Leaky HP Board 245\u003c\/p\u003e \u003cp\u003eAnother Leak—What Was He Thinking? 249\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Where the Power Lies 251\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Tug of War 252\u003c\/p\u003e \u003cp\u003eShareholder Activism 252\u003c\/p\u003e \u003cp\u003eRecent Achievements 253\u003c\/p\u003e \u003cp\u003eDodd-Frank’s Proxy Access 256\u003c\/p\u003e \u003cp\u003eWhere to Draw the Line 261\u003c\/p\u003e \u003cp\u003eFinding the Right Balance 262\u003c\/p\u003e \u003cp\u003eWhere We Need to Evolve 264\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Structural Issues at the Board 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCombined versus Separate Chairman and CEO 265\u003c\/p\u003e \u003cp\u003eEmpowering CEOs in a Shifting Landscape 271\u003c\/p\u003e \u003cp\u003eDirector Compensation 274\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Looking to the Future 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNew Models for Board Governance 281\u003c\/p\u003e \u003cp\u003eA Healthy Governance Environment 285\u003c\/p\u003e \u003cp\u003eBoards’ Perspectives on Risk 289\u003c\/p\u003e \u003cp\u003eGrasping the Holy Grail of Governance 290\u003c\/p\u003e \u003cp\u003eWhat the Future Holds 293\u003c\/p\u003e \u003cp\u003eAbout the Author 299\u003c\/p\u003e \u003cp\u003eIndex 301\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eRICHARD M. STEINBERG\u003c\/b\u003e is founder and CEO of Steinberg Governance Advisors, Inc. He is a nationally recognized expert on governance, risk, and control, and advises boards of directors of major multinational, large, and middle-market companies. He is a former senior partner of PricewaterhouseCoopers (PwC) and the leader of its corporate governance advisory practice. As an expert in internal control and risk management, Steinberg served as the lead project partner in developing the Committee of Sponsoring Organizations of the Treadway Commission's (COSO's) \u003ci\u003eInternal Control\u003c\/i\u003e—\u003ci\u003eIntegrated Framework\u003c\/i\u003e, and led development of COSO's \u003ci\u003eEnterprise Risk Management—Integrated Framework\u003c\/i\u003e, the landmark reports recognized as standards for effective internal control and risk management. He has been featured on CNBC's \u003ci\u003eMorning Call\u003c\/i\u003e and Bloomberg TV's \u003ci\u003eBloomberg on the Markets\u003c\/i\u003e and \u003ci\u003eThe Bloomberg Report\u003c\/i\u003e; has guest-lectured at leading business schools including Columbia, MIT, and NYU; has been quoted in publications such as \u003ci\u003eBusinessWeek\u003c\/i\u003e, \u003ci\u003eFortune\u003c\/i\u003e, the \u003ci\u003eWall Street Journal\u003c\/i\u003e, Dow Jones MarketWatch, CNN Money, and the \u003ci\u003eFinancial Times\u003c\/i\u003e;\u003ci\u003e\u003c\/i\u003e and is a monthly columnist for \u003ci\u003eCompliance Week\u003c\/i\u003e.   \u003c\/p\u003e\u003cp\u003eWhile facing various circumstances in different industries, many once-great organizations have watched their fortunes sink, while others ride the wave of economic turbulence to grow and reap the rewards of success. \u003ci\u003eGovernance, Risk Management, and Compliance\u003c\/i\u003e examines this trend, with a realistic look at what separates the organizations that effectively achieve their goals—regardless of the circumstances—from the ones that wonder, \"How did this happen to us?\" \u003c\/p\u003e\u003cp\u003eRenowned corporate governance and risk management expert Richard Steinberg—advisor to major multinationals' boards and CEOs and author of \u003ci\u003eCorporate Governance and the Board—What Works Best\u003c\/i\u003e, as well as principal author of COSO's internal control and ERM frameworks—helps you better understand the factors that make up the critical infrastructure that drives every organization. Here, you'll discover what must go right to prevent catastrophes and seize opportunities for continued success. \u003c\/p\u003e\u003cp\u003eSteinberg provides authoritative insight into the essential collaboration necessary between senior managers and members of the board of directors, with timely discussion of: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eCritical factors for making compliance, ethics, and risk management processes truly effective\u003c\/li\u003e \u003cli\u003eHow CEOs and senior management teams cultivate a culture and leadership process to support and drive performance\u003c\/li\u003e \u003cli\u003eHow boards of high-achieving companies oversee corporate strategy, risk management, CEO compensation, succession planning, crisis planning, performance measures, board composition, and shareholder communications\u003c\/li\u003e \u003cli\u003eThe pitfalls that managers and boards need to avoid\u003c\/li\u003e \u003cli\u003eThe future of corporate governance and what's needed for continued effectiveness\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWith clear guidance on aligning processes, organization, and technology so your company achieves its strategic goals, \u003ci\u003eGovernance, Risk Management, and Compliance\u003c\/i\u003e explains how to protect your company from financial and reputational risk, litigation, and government intervention and avoid the kinds of disasters that can befall any organization.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989304885477,"sku":"NP9781118024300","price":52.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118024300.jpg?v=1761783594","url":"https:\/\/k12savings.com\/products\/governance-risk-management-and-compliance-isbn-9781118024300","provider":"K12savings","version":"1.0","type":"link"}