All organizations—even those with sophisticated models of risk exposure—are vulnerable to disaster. By examining risk management as a key strategic responsibility of senior leadership and corporate boards, you will be better equipped to strengthen your company's approach to internal and external risk. You will return from this risk management program ready to develop and implement winning strategies that balance innovation and risk.

Summary: All organizations—even those with sophisticated models of risk exposure—are vulnerable to disaster. By examining risk management as a key strategic responsibility of senior leadership and corporate boards, you will be better equipped to strengthen your company's approach to internal and external risk. You will return from this risk management program ready to develop and implement winning strategies that balance innovation and risk.

Key Benefits

In this enterprise risk management course, you will examine the latest research and best practices for measuring risk level, assessing potential threats, and driving enterprise value. By improving your ability to organize, manage, and govern the risk management function, you will be better prepared to protect your company's assets, brand reputation, and competitive advantage.

DetailsExpand All Collapse All

Anticipate and mitigate different types of risk Anticipate and mitigate different types of risk

Assess your company's potential risks, such as geopolitical crises, competitive threats, brand damage, and unethical employee behavior
Know when to turn down opportunities that could expose your company to excessive risk
Use the three levels of risk hierarchy to build and integrate processes that anticipate, prioritize, and mitigate threats

Transform risk into competitive advantage Transform risk into competitive advantage

Integrate risk management into strategy formulation and execution
Decide which threats to manage and mitigate internally as a source of competitive advantage
Create long-term opportunities from short-term risks

Expand your personal and professional network Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Key Benefits

Details

Anticipate and mitigate different types of risk

Assess your company's potential risks, such as geopolitical crises, competitive threats, brand damage, and unethical employee behavior
Know when to turn down opportunities that could expose your company to excessive risk
Use the three levels of risk hierarchy to build and integrate processes that anticipate, prioritize, and mitigate threats

Transform risk into competitive advantage

Integrate risk management into strategy formulation and execution
Decide which threats to manage and mitigate internally as a source of competitive advantage
Create long-term opportunities from short-term risks

Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Who Should Attend

Senior business leaders in large established companies who have significant corporate management responsibilities, including:

Chief risk officers and other leaders in risk management roles
Chief financial officers
Board members
General managers, including CEOs, COOs, and division heads
Senior leaders responsible for executing and controlling strategy
Public relations executives

Attendance by multiple company representatives will foster teamwork and amplify the program's impact.

Participating Companies Have Included:

Accenture

Arrow Transportation Systems

Caterpillar

Chick-fil-A

Duke Energy Corporation

Federal National Mortgage Association

Fidelity

Infosys

Johnson & Johnson

Netflix

TIAA-CREF

Dive Deeper into the Experience

We Celebrate New Ways of Thinking. Are You Ready?

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Experience the Case Method in the Classroom

Watch participants debate the issues and present their viewpoints.

Discover more about business. And yourself.

Global perspectives > Leadership growth > Organizational impact.

Who Should Attend: Senior business leaders in large established companies who have significant corporate management responsibilities, including:

Chief risk officers and other leaders in risk management roles

Chief financial officers

Board members

General managers, including CEOs, COOs, and division heads

Senior leaders responsible for executing and controlling strategy

Public relations executives

Attendance by multiple company representatives will foster teamwork and amplify the program's impact.

Participating Companies Have Included:

Accenture

Arrow Transportation Systems

Caterpillar

Chick-fil-A

Duke Energy Corporation

Federal National Mortgage Association

Fidelity

Infosys

Johnson & Johnson

Netflix

TIAA-CREF

Dive Deeper into the Experience

We Celebrate New Ways of Thinking. Are You Ready?

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Learn More Learn More

Experience the Case Method in the Classroom

Watch participants debate the issues and present their viewpoints.

Learn More Learn More

Discover more about business. And yourself.

Global perspectives > Leadership growth > Organizational impact.

Learn More Learn More

Learning and Living at HBS

When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your living group, and in the larger classroom, driven by the renowned HBS case method.

Learning and Living at HBS: When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your living group, and in the larger classroom, driven by the renowned HBS case method.

Admissions Criteria and Process

We admit candidates to specific sessions on a rolling, space-available basis, and encourage you to apply as early as possible. Although most programs have no formal educational requirements, admission is a selective process based on your professional achievement and organizational responsibilities.

Admissions Criteria and Process

Answering Your Questions

Our Program Advising team can help you at any stage of the admissions process—starting with identifying the program that best addresses your learning and development goals. Contact a program advisor via email or call 1.800.427.5577 (outside the U.S., call +1.617.495.6555).

Application Submission

We recommend that you apply at least four weeks before the program start date. You may use our online form or download an application. HBS maintains all application information in strict confidentiality. We acknowledge receipt of applications via email. In the unlikely event that you do not receive an acknowledgment, please email us at exed_admissions@hbs.edu or call us at +1.617.495.6226.

Application Review

To optimize the learning experience and maximize the exchange of ideas, our Admissions Committee makes selections that balance each participant's experience, scope of current responsibilities, and type of organization. HBS seeks candidates who reflect a broad range of industries, functions, countries, and backgrounds. We review applications monthly and will contact you via email with the Admissions Committee's decision.

Fee, Payment, and Cancellations

The program fee covers tuition, books, case materials, accommodations, and most meals. No payment is necessary until you have been accepted. Payment is required prior to the program start date. If you need to cancel or defer participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellations or deferrals received 14 to 30 days prior to the start of the program are subject to a fee of one-half of the program fee. Requests received within 14 days are subject to full payment.

What You Will Learn

This risk management course immerses you in dynamic case studies, scenario planning, and wargaming exercises, as you explore how public, private, and nonprofit organizations are driving and preserving enterprise value. You will return to your company with a personal Key Risk Indicator scorecard that incorporates risk into strategy execution—and with the frameworks to turn short-range risks into long-term opportunities

What You Will Learn: This risk management course immerses you in dynamic case studies, scenario planning, and wargaming exercises, as you explore how public, private, and nonprofit organizations are driving and preserving enterprise value. You will return to your company with a personal Key Risk Indicator scorecard that incorporates risk into strategy execution—and with the frameworks to turn short-range risks into long-term opportunities

Key AreasExpand All Collapse All

Recognizing and avoiding the risks from unexpected and undesirable employee behavior Recognizing and avoiding the risks from unexpected and undesirable employee behavior

Understanding the adverse consequences of compliance failures due to bribery, fraudulent financial reporting, and other illegal and unethical behavior
Examining the roles of internal controls, codes of conduct, and boundary systems
Establishing compliance standards, integrity initiatives, and internal audits

Linking risk management to strategy formulation and execution Linking risk management to strategy formulation and execution

Identifying key risk events that could derail the strategic objectives on your strategy map
Developing a personal Key Risk Indicator scorecard
Selecting the risks that your firm has a comparative advantage in retaining
Implementing risk mitigation initiatives to reduce the likelihood and consequences of risk events
Fine-tuning strategies to be adaptable and robust for multiple states of the world

Managing the risks from uncontrollable external events Managing the risks from uncontrollable external events

Recognizing the risks in interconnected and complex systems
Identifying risks that the enterprise should insure or hedge against
Estimating the likelihood and consequences of sudden events with "heat" maps
Using scenario analysis and wargaming to anticipate and plan for external risks
Responding to risk associated with macroeconomic or global political factors

Responding to reputational and brand risks Responding to reputational and brand risks

Dealing with unfavorable feedback from the media and other constituents
Responding to unexpected data about your operations, products, and services
Understanding the difference between risk management and crisis management
Recognizing the potential causes and consequences of a data breach
Identifying board directors' roles and responsibilities for cybersecurity

Organizing, managing, and governing the risk management function Organizing, managing, and governing the risk management function

Deciding on the appropriate level of authority for your risk management function
Setting priorities and establishing funding for risk mitigation initiatives
Embedding risk management in your organizational reporting structure

Maintaining the creative tension between innovation and risk management Maintaining the creative tension between innovation and risk management

Anticipating the risks inherent in a high-innovation strategy
Balancing the rewards from innovative ventures with the risks from unexpected events
Recognizing and avoiding how "bad things can happen to innovative strategies"

Key Areas

Recognizing and avoiding the risks from unexpected and undesirable employee behavior

Understanding the adverse consequences of compliance failures due to bribery, fraudulent financial reporting, and other illegal and unethical behavior
Examining the roles of internal controls, codes of conduct, and boundary systems
Establishing compliance standards, integrity initiatives, and internal audits

Linking risk management to strategy formulation and execution

Identifying key risk events that could derail the strategic objectives on your strategy map
Developing a personal Key Risk Indicator scorecard
Selecting the risks that your firm has a comparative advantage in retaining
Implementing risk mitigation initiatives to reduce the likelihood and consequences of risk events
Fine-tuning strategies to be adaptable and robust for multiple states of the world

Managing the risks from uncontrollable external events

Recognizing the risks in interconnected and complex systems
Identifying risks that the enterprise should insure or hedge against
Estimating the likelihood and consequences of sudden events with "heat" maps
Using scenario analysis and wargaming to anticipate and plan for external risks
Responding to risk associated with macroeconomic or global political factors

Responding to reputational and brand risks

Dealing with unfavorable feedback from the media and other constituents
Responding to unexpected data about your operations, products, and services
Understanding the difference between risk management and crisis management
Recognizing the potential causes and consequences of a data breach
Identifying board directors' roles and responsibilities for cybersecurity

Organizing, managing, and governing the risk management function

Deciding on the appropriate level of authority for your risk management function
Setting priorities and establishing funding for risk mitigation initiatives
Embedding risk management in your organizational reporting structure

Maintaining the creative tension between innovation and risk management

Anticipating the risks inherent in a high-innovation strategy
Balancing the rewards from innovative ventures with the risks from unexpected events
Recognizing and avoiding how "bad things can happen to innovative strategies"

The HBS Advantage

Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Cochair

Robert S. Kaplan

Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus. Member of the Accounting and Management Unit; and faculty cochair of "Driving Corporate Performance: Aligning Scorecards, Systems, and Strategy," "Risk Management for Corporate Leaders: From Compliance to Competitive Advantage," and "Value Measurement for Health Care."

Read Full Bio

Turning unexpected risks into new business opportunities.

Herman B. 'Dutch' Leonard

Eliot I. Snider and Family Professor of Business Administration, Harvard Business School. George F. Baker, Jr. Professor of Public Sector Management Teaching Programs, Harvard Kennedy School. Member of the General Management Unit; cochair of the HBS Social Enterprise Initiative; faculty chair of "Strategic Perspectives in Nonprofit Management" and "Governing for Nonprofit Excellence"; faculty cochair of "Risk Management for Corporate Leaders: From Compliance to Competitive Advantage"; and faculty cochair of "Performance Measurement for Effective Management of Nonprofit Organizations."

Read Full Bio

Faculty

Amy C. Edmondson

Novartis Professor of Leadership and Management. Member of the Technology and Operations Management Unit.

Read Full Bio

Ananth Raman

UPS Foundation Professor of Business Logistics. Member of the Technology and Operations Management Unit; and faculty chair of the "Owner/President Management" program and faculty cochair of "OPM Renew."

Read Full Bio

Robert Simons

Charles M. Williams Professor of Business Administration. Member of the Accounting and Management Unit; and faculty cochair of "Driving Corporate Performance: Aligning Scorecards, Systems, and Strategy."

Read Full Bio

Eugene F. Soltes

Jakurski Family Associate Professor of Business Administration. Member of the Accounting and Management Unit.

Read Full Bio

Suraj Srinivasan

Philip J. Stomberg Professor of Business Administration. Member of the Accounting and Management Unit; faculty chair of "Audit Committees in a New Era of Governance" and "Compensation Committees: New Challenges, New Solutions"; faculty cochair of "Making Corporate Boards More Effective"; and faculty cochair of "Strategic Financial Analysis for Business Evaluation."

Read Full Bio

The HBS Advantage: Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Cochair

Robert S. Kaplan

Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus. Member of the Accounting and Management Unit; and faculty cochair of "Driving Corporate Performance: Aligning Scorecards, Systems, and Strategy," "Risk Management for Corporate Leaders: From Compliance to Competitive Advantage," and "Value Measurement for Health Care."

Read Full Bio
Turning unexpected risks into new business opportunities.
Read More

Herman B. 'Dutch' Leonard

Eliot I. Snider and Family Professor of Business Administration, Harvard Business School. George F. Baker, Jr. Professor of Public Sector Management Teaching Programs, Harvard Kennedy School. Member of the General Management Unit; cochair of the HBS Social Enterprise Initiative; faculty chair of "Strategic Perspectives in Nonprofit Management" and "Governing for Nonprofit Excellence"; faculty cochair of "Risk Management for Corporate Leaders: From Compliance to Competitive Advantage"; and faculty cochair of "Performance Measurement for Effective Management of Nonprofit Organizations."

Read Full Bio

Faculty

Amy C. Edmondson

Novartis Professor of Leadership and Management. Member of the Technology and Operations Management Unit.

Read Full Bio

Ananth Raman

UPS Foundation Professor of Business Logistics. Member of the Technology and Operations Management Unit; and faculty chair of the "Owner/President Management" program and faculty cochair of "OPM Renew."

Read Full Bio

Robert Simons

Charles M. Williams Professor of Business Administration. Member of the Accounting and Management Unit; and faculty cochair of "Driving Corporate Performance: Aligning Scorecards, Systems, and Strategy."

Read Full Bio

Eugene F. Soltes

Jakurski Family Associate Professor of Business Administration. Member of the Accounting and Management Unit.

Read Full Bio

Suraj Srinivasan

Philip J. Stomberg Professor of Business Administration. Member of the Accounting and Management Unit; faculty chair of "Audit Committees in a New Era of Governance" and "Compensation Committees: New Challenges, New Solutions"; faculty cochair of "Making Corporate Boards More Effective"; and faculty cochair of "Strategic Financial Analysis for Business Evaluation."

Read Full Bio

Apply Download Brochure

More Admissions Information

Request the Brochure

Download Brochure

Need Help? Contact Us:

Program Advising team

Email: executive_education@hbs.edu

Identify the Right Program for You

Program Finder

Interview with Faculty Chair Robert S. Kaplan

Turning unexpected risks into new business opportunities.

Request the Brochure

Download Brochure

Need Help? Contact Us:

Program Advising team

Email: executive_education@hbs.edu

Identify the Right Program for You

Program Finder

Interview with Faculty Chair Robert S. Kaplan

Turning unexpected risks into new business opportunities.

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Risk Management for Corporate Leaders: From Compliance to Competitive Advantage

"The living groups help to facilitate the case study analysis and allow people to be more open."

"The living groups help to facilitate the case study analysis and allow people to be more open."

Summary

Summary

DetailsExpand AllCollapse All

Anticipate and mitigate different types of riskAnticipate and mitigate different types of risk icon-dropdown-down

Transform risk into competitive advantageTransform risk into competitive advantage icon-dropdown-down

Expand your personal and professional networkExpand your personal and professional network icon-dropdown-down

Anticipate and mitigate different types of risk

Transform risk into competitive advantage

Expand your personal and professional network

Who Should Attend

Who Should Attend

Learning and Living at HBS

Learning and Living at HBS