There has been increased attention and articles about the integration of enterprise performance management and risk management.

However, the topic has recently taken a dark turn. A recent report from The Economist Intelligence Unit sponsored by ACE, a global insurance company, and KPMG is titled, “Fall Guys: Risk Management in the Front Line.” In the report, a risk manager claims he was fired for telling his company’s board of directors that too much risk was being taken. Did management want to ignore a red flag of caution to pursue higher profits? The broader question involves how strategy planners view risk managers. Are they profit optimizers or detractors?

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