Risk Management

Due to their high profiles, CEOs face heightened risk from credit card and other personal data and privacy breaches.

In Against the Gods, the best-seller about the history of measuring risk, author Peter Bernstein writes that the difference between modern times and the past is the “mastery” of risk. Understanding, weighing and acting on risk is a fundamental task for chief executives.

Enterprise risk management is a top priority today for the C-suite and corporate boards given the changes in regulatory compliance and the rapidly evolving risks of cybersecurity, social media and geopolitical issues.

Data on newly formed companies and their founders are hard to come by, but a vital component to measuring economic health emerged in a recent study of today's entrepreneurs. LegalZoom and the Ewing Marion Kauffman Foundation surveyed 1,431 business owners who formed their companies through LegalZoom in 2012. Policy makers should heed the finding that certain barriers impede start-ups at a critical stage of development.

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Litigation does not have to be an uncontrollable factor in the valuation of any business. By properly evaluating the potential for materiality and future litigation, and the connection between the litigation and the business plan, investors can make informed decisions, with a full understanding of the legal risk associated with a potential company.

A downturn makes taking risk more daunting than ever—and more necessary.

Effective risk management oversight by boards of directors — accompanied by risk-centric culture and governance — is the best defense against earnings surprises, reputational and legal problems, and financial ruin. Here are seven essential questions every board must consider.

Current methods focus more on accounting for losses rather than preventing them.

Managing business risk has always been a strategic imperative, but perhaps never more so than today. Explosive global expansion, ever-more-onerous regulatory oversight and an...