文档介绍：本科毕业论文(设计)
外文翻译
原文:
The Future: Enterprise risk-based performance management
Once anization es quite essful it es adverse to risk taking. Taking risks, albeit calculated risks, is essential anizations to change and be innovative.
Enterprise performance management is defined as a broader umbrella concept of integrated methodologies—much broader than its previous definition as dashboards and better financial reporting. What could possibly be an even broader definition? Enterprise performance management is a crucial, integral part of how anization realizes its strategy to maximize its value to stakeholders, both mercial and public anizations. This means that enterprise performance management must be passed by a broader overarching concept — enterprise risk management (ERM).
A popular acronym is GRC (governance, risk, pliance). One may consider governance (G) as the stewardship of executives to behave in a responsible way, such as providing a safe work environment or formulating an effective strategy; and pliance (C) as operating under laws and regulations. Risk management (R), the third element of GRC, is the element more associated with performance management.
Governance pliance awareness from government legislation such as Sarbanes-Oxley and Basel II is clearly on the minds of all executives. Accountability and responsibility can no longer be evaded. If executives err pliance, they can go to jail. As a result, internal audit controls have been beefed up. Today, there is too much “C” in GRC. Its substantial administrative effort has e a distraction anizations to focus anizational improvement.
The “R” in GRC has similar characteristics of performance management. The foundation for both ERM and performance management share two beliefs:
1. The less uncertainty there is about the future, the better.
2. If you can not measure it, you can not manage it.
Risk as opportunity or hazard?
ERM is not about minimizing anization’s risk exposure; It’s all about exploiti