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Rollouts star)-24.4(ted )]TJ T* (with the CEO for each company, as follows: )Tj 1.224 -1.9973 TD (Meet with the company CEO for a 90-minute )Tj ET /GS1 gs BT /F6 1 Tf 12 0 0 12 255.4471 505.0844 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 266.4632 493.0844 Tm 0 0 0 1 k -.005 Tc [(session, including a demonstr)19.5(ation of ERM )]TJ 0 -1.3333 TD [(pr)9.8(ocesses and quantitative risk management. )]TJ 0 -1.9973 TD .0001 Tw [(Identify a risk champion t)9.8(o)0( work with fr)9.8(om )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 255.4471 463.1083 Tm .73 .19 0 0 k 0 Tc 0 Tw ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 266.4632 451.1083 Tm 0 0 0 1 k -.005 Tc (each company. )Tj T* [(Conduct a 25-question sur)-8.8(vey with each )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 255.4471 433.1323 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 266.4632 421.1323 Tm 0 0 0 1 k -.005 Tc [(company CEO and repor)-24.4(t results t)9.8(o)0( the Rock )]TJ 0 -1.3333 TD [(Holdings CEO)49.8(. )]TJ 0 -1.9973 TD [(W)15.2(ork with the champion and other stakeholders )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 255.4471 391.1563 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 266.4632 379.1563 Tm 0 0 0 1 k -.005 Tc [(t)9.8(o)0( list the core business pr)9.8(ocesses, assess each )]TJ 0 -1.3333 TD [(pr)9.8(ocess)54.7(s key risk fact)9.8(ors, and update company-)]TJ T* [(specic policies or pr)9.8(ocedures as necessary t)9.8(o)0( )]TJ T* [(create a repeatable assessment pr)9.8(ocess. )]TJ 0 -1.9973 TD [(Build suppor)-24.4(t for working with any specialized )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 255.4471 325.1804 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 266.4632 313.1804 Tm 0 0 0 1 k -.005 Tc [(company pr)9.8(ocesses int)9.8(o Rock Holdings )]TJ 0 -1.3333 TD [(go)7.3(vernance, risk and compliance \(GRC)12.7(\) systems )]TJ T* (risk management functions. )Tj -1.224 -2.6667 TD [(Prior t)9.8(o)0( beginning the r)9.8(ollout, the enterprise risk )]TJ 0 -1.3333 TD [(team prepared a high-quality ERM demonstr)19.5(ation t)9.8(o)-.1( )]TJ T* [(gain company CEO buy-in and t)9.8(o)0( show that the )]TJ T* [(effor)-24.4(t was wor)-24.4(thwhile and would yield v)7.3(aluable )]TJ T* [(results. )19.5(The team showcased policy management, )]TJ T* (compliance management, audit management, )Tj T* (vendor risk management and issue management in )Tj T* [(the GRC t)9.8(ool. )19.5(The demonstr)19.5(ation concluded by )]TJ T* (showing how quantitative risk management could )Tj T* [(tie all the other GRC elements t)9.8(ogether t)9.8(o)0( pr)9.8(o)7.3(vide )]TJ T* (visibility of future loss exposure \(in US dollars\). )Tj 0 -2.6667 TD -.02 Tc [(The risk team oper)19.5(ationalized and instrumented ERM )]TJ 0 -1.3333 TD [(for each company during six o)7.3(verlapping four- t)9.8(o)0( six-)]TJ T* [(month periods. Including the company-le)6.4(vel )]TJ T* [(champions and ERM or F)83(AIR specialists already on )]TJ T* [(staff, the core risk team grew t)9.8(o)0( appr)9.8(o)10.3(ximately 10 )]TJ ET EMC /Artifact <>BDC 0 .65 0 0 k /GS1 gs 36.947 261.724 205.5 67.503 re f EMC /Artifact <>BDC BT /F10 1 Tf 47 0 0 47 44.7539 288.0814 Tm .73 .19 0 0 k 0 Tc ()Tj /F1 1 Tf 14 0 0 14 57.7212 308.0818 Tm 0 0 0 0 k -.02 Tc [( WE SHOULD IMPLEMENT)19.6( )]TJ -.9262 -1.2857 TD [(ERM SER)9.3(VICES FOR ALL ROCK )]TJ T* [(HOLDINGS COMP)67.4(ANIES. )]TJ /F10 1 Tf 47 0 0 47 195.7525 252.0814 Tm .73 .19 0 0 k 0 Tc ()Tj ET EMC Q endstream endobj 31 0 obj <>/ExtGState<>>> endobj 35 0 obj <>stream /Artifact <>BDC q 1 i 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n /GS2 gs BT /F1 1 Tf 7 0 0 7 39.4019 20.9698 Tm 0 0 0 1 k 0 Tc 0 Tw (ISACA JOURNAL)Tj ET /GS1 gs BT 7 0 0 7 91.7275 20.9698 Tm 0 .65 0 0 k [( V)6.4(OL 3)]TJ ET EMC /Artifact <>BDC 0 0 0 1 k /GS2 gs 30.069 0 .51505 31.531 re f EMC /Artifact <>BDC /GS1 gs BT 7 0 0 7 10.8984 20.9698 Tm 0 .65 0 0 k (42)Tj ET EMC /Artifact <>BDC /GS2 gs BT 9 0 0 9 143.9471 689.5693 Tm 0 0 0 1 k -.02 Tc [(people. 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F)10.3(or each company, the team )]TJ T* [(assessed business pr)9.8(ocesses data in the GRC )]TJ T* [(system fr)9.8(om business impact assessments \(BIAs\), )]TJ T* [(which included dependency maps and a)7.3(v)7.3(ailability risk )]TJ T* [(assessments for the most impor)-24.4(tant IT)19.5( systems. )]TJ T* [(Howe)6.4(ver)60.1(, the risk team needed t)9.8(o)0( per)-7.3(form additional )]TJ T* .0001 Tw [(deeper analyses using the Scoping )19.6(T)36.6(riangle criteria. )]TJ /F9 1 Tf 0 -2.6667 TD -.005 Tc 0 Tw [(Over)14.7(all Risk Assessment Pr)17.6(ocess )]TJ /F1 1 Tf 0 -1.3333 TD (The risk team employed the following risk and )Tj T* [(contr)9.8(ol assessment methodology t)9.8(o)0( analyze )]TJ T* .0001 Tw [(business-pr)9.8(ocess-related risk for key risk scenarios: )]TJ 1.224 -1.9973 TD 0 Tw [(High-le)6.4(vel invent)9.8(ory and scoping )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 293.6653 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 154.9631 275.6893 Tm 0 0 0 1 k -.005 Tc [(Key risk and contr)9.8(ol identication )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 275.6893 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 154.9631 257.7133 Tm 0 0 0 1 k -.005 Tc [(Key contr)9.8(ol documentation and testing )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 257.7133 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 154.9631 239.7374 Tm 0 0 0 1 k -.005 Tc [(Risk analysis, e)6.4(v)7.3(aluation and treatment )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 239.7374 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 154.9631 221.7614 Tm 0 0 0 1 k -.005 Tc [(Risk monit)9.8(oring )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 221.7614 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F9 1 Tf 9 0 0 9 143.9471 197.7614 Tm 0 0 0 1 k -.005 Tc [(Risk A)23.5(nalysis Pr)17.6(ocess )]TJ /F1 1 Tf 0 -1.3333 TD [(During the analysis pr)9.8(ocess, the risk team t)9.8(ook )]TJ T* [(careful steps t)9.8(o)0( ensure that key risk areas identied )]TJ T* (were both: )Tj ET /GS1 gs BT /F2 1 Tf 9 0 0 9 154.9631 143.7852 Tm .73 .19 0 0 k (Comprehensively exhaustive)Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 270.0992 143.7852 Tm 0 0 0 1 k [(A)24.4(v)7.3(oiding missing )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 143.7852 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 154.9631 131.7852 Tm 0 0 0 1 k -.005 Tc (any key risk areas )Tj ET /GS1 gs BT /F2 1 Tf 9 0 0 9 154.9631 113.8093 Tm .73 .19 0 0 k [(Mutually ex)9.8(clusive)]TJ ET /GS2 gs BT /F1 1 Tf 9 0 0 9 229.4055 113.8093 Tm 0 0 0 1 k [(A)24.4(v)7.3(oiding double dipping )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 143.9471 113.8093 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 143.9471 89.8093 Tm 0 0 0 1 k -.005 Tc [(W)15.2(orking with information fr)9.8(om BCM teams and )]TJ T* (other stakeholders, the risk team mapped company )Tj ET EMC /Artifact <>BDC BT 9 0 0 9 362.4471 689.5693 Tm [(functions t)9.8(o)0( pr)9.8(ocesses. It met with pr)9.8(ocess owners )]TJ T* [(seeking a deeper understanding of interpr)9.8(ocess )]TJ T* [(dependencies, applications or third par)-24.4(ties used, )]TJ T* [(success fact)9.8(ors, failure modes, incident hist)9.8(ories, )]TJ T* [(known risk and per)-7.3(formance metrics. )]TJ 0 -2.6667 TD (The team worked with the stakeholders and risk )Tj 0 -1.3333 TD [(champions t)9.8(o)0( decide which pr)9.8(ocesses t)9.8(o)0( measure )]TJ T* [(rst and, in some cases, t)9.8(o)0( chain risk scenarios )]TJ T* [(t)9.8(ogether \(i.e., an effect on one asset is a threat t)9.8(o)0( )]TJ T* [(another\) and identify potential r)9.8(oot causes of risk in )]TJ T* [(each scenario. )19.5(The team endea)7.3(v)7.3(ored t)9.8(o)0( minimize )]TJ T* [(its time demands on the business. Often, r)19.5(ather )]TJ T* (than scheduling meetings, risk specialists would )Tj T* [(tempor)19.5(arily embed themselves within a business )]TJ T* [(pr)9.8(ocess team and obser)-8.8(ve the team running )]TJ T* [(its pr)9.8(ocess. )]TJ 0 -2.6667 TD [(The risk team employed a business pr)9.8(ocess )]TJ 0 -1.3333 TD [(modeling notation \(BPMN\) t)9.8(ool and tr)19.5(ained many )]TJ T* [(stakeholders and business analysts in the t)9.8(ool)54.7(s )]TJ T* [(language. )19.5(The team loosely measured risk t)9.8(o)0( see if )]TJ T* [(they appeared likely t)9.8(o)0( ex)9.8(ceed signicant inherent )]TJ T* (quantitative thresholds and labeled those that did )Tj T* [(as key risk fact)9.8(ors. )]TJ ET /GS1 gs BT /F2 1 Tf 11 0 0 11 362.4471 221.5693 Tm .29 1 .451 .09 k (Current State )Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 362.4471 203.5693 Tm 0 0 0 1 k -.03 Tc [(As of Q1 2020, the ERM pr)9.8(ocess at Rock Holdings, Inc.: )]TJ 1.224 -1.9973 TD -.005 Tc [(F)10.8(ully integr)19.5(ates Rock Holding)54.7(s ntech )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 362.4471 185.5933 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 373.4631 173.5933 Tm 0 0 0 1 k -.005 Tc [(companies int)9.8(o the ERM pr)9.8(ocess )]TJ T* [(Co)7.3(vers nancial, market, credit, oper)19.5(ational and )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 362.4471 155.6173 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 373.4631 143.6173 Tm 0 0 0 1 k -.005 Tc (information risk categories )Tj T* (Documents all key risk areas in the )Tj ET /GS1 gs BT /F6 1 Tf 12 0 0 12 362.4471 125.6414 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 373.4631 113.6414 Tm 0 0 0 1 k -.005 Tc (multicompany GRC system )Tj T* [(Analyzes key risk scenarios using a cust)9.8(omized )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 362.4471 95.6652 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 373.4631 83.6652 Tm 0 0 0 1 k -.005 Tc [(quantitative risk analysis t)9.8(ool inspired by F)83(AIR )]TJ ET EMC /Artifact <>BDC 0 .65 0 0 k /GS1 gs 362.088 237.816 205.5 154.22 re f EMC /Artifact <>BDC BT /F10 1 Tf 47 0 0 47 369.8951 350.8908 Tm .73 .19 0 0 k 0 Tc ()Tj /F1 1 Tf 14 0 0 14 383.8024 370.8911 Tm 0 0 0 0 k [( OF)-9.7(TEN, RA)63(THER )19.5(TH)-8.8(AN )]TJ -.9934 -1.2857 TD [(SCHEDULING MEE)-9.7(TINGS, )]TJ T* [(RISK SPECIALIST)7.8(S WOULD )]TJ T* [(TEMPORARIL)116.7(Y EMBED )]TJ T* [(THEMSEL)85.5(VES WITHIN A )]TJ T* [(BUSINESS PROCESS )19.5(TEAM )]TJ T* -.0195 Tw [(AND )-19.5(OBSER)9.3(VE THE TEAM )]TJ T* 0 Tw [(RUNNING IT)7.8(S PROCESS. )]TJ /F10 1 Tf 47 0 0 47 526.0758 224.8909 Tm .73 .19 0 0 k ()Tj ET EMC /Artifact <>BDC 0 .65 0 0 k .12 496.212 131.186 201.92 re f EMC /Artifact <>BDC Q q 1 i -74.691 497.406 272.018 -172.676 re W n -18.281 496.212 149.587 -128 re W* n 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n /GS1 gs q 133.964 0 0 130.49 -1.1045 366.916 cm /Im2 Do Q EMC /Artifact <>BDC Q q 1 i 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n /GS1 gs BT /F2 1 Tf 13 0 0 13 33.9117 685.3779 Tm 0 0 0 0 k 0 Tc 0 Tw ( )Tj 0 -1 TD (Enjoying )Tj T* [(this ar)-24.4(ticle? )]TJ /F11 1 Tf T* ( )Tj /F6 1 Tf 10 0 0 10 33.9117 634.3779 Tm ()Tj /F9 1 Tf .639 0 TD -.02 Tw [( Learn )-20(more )]TJ .4485 -1.2 TD 0 Tw (about, discuss )Tj T* [(and collabor)14.7(ate )]TJ T* (on risk )Tj T* (management )Tj T* (and )Tj T* (cybersecurity in )Tj T* [(ISACA)58.6()113.3(s)0( Online )]TJ T* [(F)10.3(orums. )]TJ /F12 1 Tf T* [(https:/)121.1(/engage. )]TJ T* (isaca.org/online )Tj T* (forums)Tj ET EMC Q endstream endobj 36 0 obj <>/XObject<>/ExtGState<>>> endobj 40 0 obj <>stream /Artifact <>BDC q 1 i 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n /GS2 gs BT /F1 1 Tf 7 0 0 7 490.9954 20.9379 Tm 0 0 0 1 k 0 Tc 0 Tw (ISACA JOURNAL)Tj ET /GS1 gs BT 7 0 0 7 543.321 20.9379 Tm 0 .65 0 0 k [( V)6.4(OL 3)]TJ ET EMC /Artifact <>BDC 0 0 0 1 k /GS2 gs 572.364 0 .51599 31.289 re f EMC /Artifact <>BDC /GS1 gs BT 7 0 0 7 585.4174 20.9379 Tm 0 .65 0 0 k (43)Tj ET EMC /Artifact <>BDC 336.412 618.43 205.5 66.919 re f EMC /Artifact <>BDC /GS2 gs BT 9 0 0 9 47.9631 689.5693 Tm 0 0 0 1 k -.005 Tc [(Repor)-24.4(ts key risk analyses t)9.8(o)0( executives via )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 36.9471 689.5693 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 47.9631 677.5693 Tm 0 0 0 1 k -.005 Tc [(periodic meetings and risk repor)-24.4(ts )]TJ 0 -1.9973 TD [(Pr)9.8(o)7.3(vides monthly status updates t)9.8(o)0( most Rock )]TJ ET /GS1 gs BT /F6 1 Tf 12 0 0 12 36.9471 659.5933 Tm .73 .19 0 0 k 0 Tc ()Tj ET /GS2 gs BT /F1 1 Tf 9 0 0 9 47.9631 647.5933 Tm 0 0 0 1 k -.005 Tc (Holdings executives via the audit and risk )Tj 0 -1.3333 TD [( team \(AR)39.1(T\) )]TJ -1.224 -2.6667 TD (Executive decision-making at Rock Holdings is )Tj 0 -1.3333 TD [(beneting fr)9.8(om the ERM pr)9.8(ocess. )19.5(Thr)9.8(ough the )]TJ T* [(monthly AR)39.1(T)19.5( pr)9.8(ocess, company executives can )]TJ T* [(re)6.4(view risk exposure with senior leaders of )]TJ T* [(oper)19.5(ational functions such as mor)-24.4(tgages, nance, )]TJ T* [(human resour)9.3(ces \(HR\) and IT)106.5(. )19.5(The enterprise risk )]TJ T* [(team works with oper)19.5(ational leaders in adv)7.3(ance t)9.8(o)0( )]TJ T* [(prepare risk measurements. A)8.3(t)0( the AR)39.1(T)19.5( meetings, )]TJ T* (ERM facilitates risk decisions in discussions with )Tj T* (executives and senior leaders. )Tj 0 -2.6667 TD -.025 Tc (Weinbaum also references Rock Holdings Epic Ideas )Tj 0 -1.3333 TD [(pr)9.8(ocess for str)19.5(ategic decision-making as a pr)9.8(oof point )]TJ T* [(of ERM)54.7(s success. )19.5(The Epic Ideas pr)9.8(ocess e)6.4(v)7.3(aluates )]TJ T* [(any large pr)9.8(oject inv)7.3(olving IT)106.5(. When submitting an Epic )]TJ T* [(Idea, each pr)9.8(oject team can choose cost reduction, )]TJ T* [(risk reduction or re)6.4(venue gener)19.5(ation as the pr)9.8(oject)54.7(s )]TJ T* [(primary theme. Risk reduction pr)9.8(ojects undergo a )]TJ T* (quantitative risk assessment. In a few cases, such )Tj T* [(pr)9.8(ojects were found not t)9.8(o)0( reduce risk enough and )]TJ T* (were changed or cancelled. )Tj 0 -2.6667 TD -.02 Tc (Not all Epic Ideas currently undergo quantitative risk )Tj 0 -1.3333 TD (analysis. ERM has a seat at the table for all the )Tj T* [(pr)9.8(ojects and per)-7.3(forms less formal quantitative )]TJ T* [(analysis on some re)6.4(venue-increasing or cost-reducing )]TJ T* [(pr)9.8(ojects on a case-by-case basis. As the Epic Ideas )]TJ T* [(pr)9.8(ocess continues t)9.8(o)0( mature, Rock Holdings will likely )]TJ T* [(want quantitative risk analyses per)-7.3(formed on any )]TJ T* .0001 Tw [(pr)9.8(oposed effor)-24.4(t, regardless of its primary theme. )]TJ ET EMC /Artifact <>BDC BT 9 0 0 9 255.4471 579.6125 Tm -.005 Tc 0 Tw [(In gener)19.5(al, pr)9.8(o)7.3(viding the quantied risk information )]TJ T* [(impr)9.8(o)7.3(ves decision-making and communication )]TJ T* [(between executives and oper)19.5(ational teams in the )]TJ T* [(business. As noted earlier)60.1(, risk appetite can be )]TJ T* [(difcult t)9.8(o)0( quantify or it may change based on )]TJ T* [(business e)6.4(vents or contexts. 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d /GS1 gs q 1 0 0 1 355.428 162.264 cm 0 0 m 0 23.75 l S Q Q q 1 i 566.909 330.514 -422.962 -248.25 re 143.947 330.514 m W n 143.947 330.514 422.962 -248.25 re W n 143.947 330.514 422.962 -247.337 re 562.396 350.874 m W* n 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n 0 0 0 0 K 0 J 0 j 1 w 10 M [] 0 d /GS1 gs q 1 0 0 1 566.409 162.264 cm 0 0 m 0 23.75 l S 1 0 0 1 -422.462 -.5 cm 0 0 m 422.962 0 l S 1 0 0 1 .5 -29 cm 0 0 m 0 13.75 l S 1 0 0 1 -.5 14.25 cm 0 0 m 211.481 0 l S 1 0 0 1 211.481 0 cm 0 0 m 211.481 0 l S Q Q q 1 i 143.947 330.514 422.962 -248.25 re W n 143.947 330.514 422.962 -247.337 re 562.396 350.874 m W* n 0 783 603 -783 re 301.56 391.68 m W n .12 783.12 603.12 -783.12 re W n 0 0 0 0 K 0 J 0 j 1 w 10 M [] 0 d /GS1 gs q 1 0 0 1 355.428 132.764 cm 0 0 m 0 13.75 l S Q Q q 1 i 566.909 330.514 -422.962 -248.25 re 143.947 330.514 m W n 143.947 330.514 422.962 -248.25 re W n 143.947 330.514 422.962 -247.337 re 562.396 350.874 m W* n 0 783 603 -783 re 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