MSOL Publishes White Paper on Enterprise-Wide Risk Management that Integrates Management Strategy and On-the-Ground Projects

Management Solutions Co., Ltd. (Headquarters: Minato-ku, Tokyo; Chairman & President: Shinya Takahashi; hereinafter 'MSOL') has announced the release of the latest issue, Vol. 9, of its white paper 'MCI (Management Consulting Issues)' on its website, targeting executives in charge of corporate projects, business leaders, and those responsible for cross-organizational management.

Background of the 'MCI' White Paper Publication With the mission to 'Contribute to the Happiness of society with the power of Management,' MSOL has been publishing the 'MCI (Management Consulting Issues)' white paper since around 2020. The purpose is to present perspectives that companies and organizations should consider for successful transformation activities and to show how management should be conducted to drive change effectively.

Overview of the New Volume 9: 'Offensive ERM: Total Governance to Eliminate Waste of Management Resources' The main theme of this white paper is the shift from the conventional 'defensive ERM' (Enterprise Risk Management), which tends to be biased towards audit compliance and IR, to an 'offensive ERM' that integrates management strategy (upstream promises) and on-the-ground projects (downstream execution).

In many companies, transformation projects designed to counter enterprise-wide management risks fail due to resource shortages caused by management's 'division thinking (pursuit of efficiency)' and deference from the field, leading to the unconscious waste of significant management resources. This paper clarifies this structural flaw and proposes the implementation of an 'EPMO (Enterprise Project Management Office)' as a powerful management execution function to bridge the gap between upstream and downstream. It explains the path to maximizing corporate value by resolving risks and completing projects through a practical approach led by the EPMO (resource optimization, direct intervention in root causes, and fostering mutual trust).

<Contents of MCI vol.9>

・Introduction: The 'Upstream Bias' Disease Afflicting Enterprise Risk Management (ERM)

・Chapter 1: Macro Risks Bare Their Fangs in 'Downstream Projects'

・Chapter 2: 'Division Thinking' and the Unconscious Waste of Management Resources that Neutralize Countermeasures to Macro Risks

・Chapter 3: 'EPMO' as a Practical Function to Connect Upstream Promises and Downstream Execution

・Chapter 4: 'Total Governance' that Integrates Upstream and Downstream to Maximize Corporate Value

・Conclusion: A Proposal to Management—Commitment as the 'True Owner' of Risk

Publication Location and Download Method This knowledge is available on the MSOL official website. To be readily useful when facing challenges in the field, it can be downloaded on the spot by anyone without the hassle of entering personal or corporate information. Publication URL: https://service.msols.com/download/mci9

About Past White Papers (Vol. 1 to Vol. 8) Previously issued MCI white papers from Vol. 1 to Vol. 8 are also available for free on our service site's 'Downloads' page. They broadly cover management perspectives necessary for organizational transformation, so please make use of them as well.

Author's Comment

Kiyotaka Takahashi (Director, Management Consulting Department, Management Solutions Co., Ltd.)

'Offensive ERM' is not just about loss avoidance; it is management itself that reliably transforms strategy into results. In this issue, I have detailed how the EPMO connects 'upstream promises' and 'downstream execution' to maximize corporate value. I would be delighted if we could share the resolve to see transformation through as the true owners of risk.

(Author Profile) After graduating from Brock University in Canada, he spent 13 years in consulting at Cambridge Technology Partners, experiencing a wide range of projects from business process re-engineering in sales and service & support areas to business system development, from strategy formulation to system implementation. At MSOL, he has experience in formulating business strategies for establishing new business companies and providing cross-functional management support for transformation projects aimed at organizational and business structural reform. Currently, as a Director in the Management Consulting Department, he is engaged in EPMO solution development, EPMO implementation, and planning and execution support for organizational transformation. He specializes in consultation that finds optimal solutions by drawing out client opinions through facilitation.

About Management Solutions Co., Ltd. As a management specialty firm, ...