ReimaginingEnterprise RiskHow Today’s Finance Leaders Can Use

Data and Clear Vision to Navigate Risk

THE 3 EMERGING RISK MANAGEMENT HAZARDSAs Dun & Bradstreet’s Global Enterprise Risk survey revealed, the

navigational challenges on the path to successful risk management are

significant. Finance leaders must survey the perils carefully and prepare

with the right strategy and tools for their organization’s ascent.

HazardTHE FOG-VEILED SUMMITThe Risk and Strategy Disconnect

We do not use data to inform our risk strategy.

We use data in a limited way. It’s collected in silos but not integrated.

We collect data in silos but make an effort to share it upward and outward.

Our data is fully integrated but not leveraged to the fullest extent.

Our data is fully integrated and leveraged across the company.

HazardTREACHEROUS TERRAIN The Use and Misuse of Data

Most enterprises are using data, but gaps exist in linking existing data to

process, strategy and behavior.

Misuse and misunderstanding of data can prove fatal in a technical and

challenging climb.

50%of finance leaders report difficulty

sharing, linking and using data to

drive their risk strategies.

Over 50%of data used in risk management

is siloed.

HazardTHE PERILOUS FRONTIER The Missing Relationship Links

Relationships—among data points, entities, people and teams—are the biggest

risk in risk management. Finance leaders need to use data holistically and in an

integrated manner to strengthen linkages between strategy and risk.

60%of finance leaders

feel they don’t have

a good understanding

of their business risks.

Only 20%agree that data is used

to identify the linkage

between risks.

BECOMING A MOUNTAINEER:

What’s Your Risk Profile?Every finance guru needs a data-infused compass and an

analytics-drawn map to move their team in the right direction,

up the right mountain and with the right equipment to summit.

DISORIENTED DRIFTERUncertain of data needs and quality

Unsure how to manage risk with analytics

WANDERING WAYFARERData may be misleading

General sense of analytics and strategic direction

UNCERTAIN URBANITEData quality and flows are clean

Unsure how to use analytics to move risk strategy forward

PREPARED PIONEERClean data flowing to the right places

Calibrated analytics

Navigates enterprise risk like a true Data Sherpa

REACHING THE SUMMITIN THE DATA AVALANCHEArmed with the right data, the right strategy and the

right team, finance leaders have the potential to elevate

their organizations to the summit. Risk reimagined is

an opportunity for data-inspired leadership and growth.

Contact us to learn more about data-inspired risk management.

www.dnb.com

Enterprise risk is no longer a hill to climb; it’s a mountain. Will you be ready to take your team to the summit?

DATA-CHALLENGED DATA-INSPIRED

65% of finance leaders

say there’s a missing link

between risk and strategy.

20%0% 40% 60% 80% 100%

Over 85% of finance leaders are not confident in the quality of the data they

use to make risk decisions.

20%0% 40% 60% 80% 100%

Wary Accepting Confident

How do you feel about the linkages among business risks?

How much do you trust the quality of the data being used to evaluate risk?

How does data inform your risk strategy?

0% 10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Data is used to identify the linkage

between risks.

Risk management is integrated across

different functions.

Risk management and performance

management are linked.

We have a good understanding of our

greatest business risks.

Risk mitigation is prioritized by

likelihood of occurrence.

Risk mitigation is prioritized by the

possible impact.

Disagree Neutral Agree

Source: The DNA of the CFO 2016 Study: Part 1, Ernst & Young

Risk management has never been more complex. Today’s financial leaders face

a risk landscape that can skyrocket corporate growth or slam brand reputations,

in a matter of seconds.

Static

Local

Manageable

Predictable

Dynamic

Global

Real-time

Future oriented

TRADITIONAL RISK MODERN RISK

58% of finance leaders say they need to build their

understanding of digital, smart technologies and

sophisticated data analytics.

DIGITAL

57% of group CFOs believe that the delivery

of data and advanced analytics will be a critical

capability for tomorrow’s finance function.

DATA

57% of finance leaders believe that risk management

will be a critical capability in the future.

RISK AND UNCERTAINTY

71% of finance leaders say they will increasingly be

responsible for the decision-making in support of

their organization’s purpose.

STAKEHOLDER SCRUTINY AND REGULATION

FOUR FORCES DISRUPTING THE CFO ROLE

1

2

3

Dun & Bradstreet can help...

Advance the relationships with the most potential upside

Reduce the tension between risk and opportunity

Bring together disconnected data