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In the words of Herodotus (2014), “Great deeds are usually wrought at great risks” (p. 373). More than two millennia after, the words are still relevant. Herodotus’ saying underscores a critical idea in business: risk, regardless of its gravity, should be predicted, acknowledged, and managed to reach success. Risks, however, have become much more complex since Herodotus’ times.
In recent years, external factors have made many establishments interested in risk management. Industry-led and government-run regulatory bodies and sponsors have started to overhaul the establishments’ policies to the extent that the companies’ BODs are demanded to make reports and reviews on the consistency of enterprise risk management (ERM) and enterprise security risk management (ESRM).
At the baseline, ERM is the planning, organization, leadership, and control over the actions of an establishment (Purpura, 2013). The function of ERM is to bring the effects of risks on an establishment’s capital and revenue to a minimum. ERM does not only include the risk of an accidental loss. Quite on the contrary: it tackles monetary, strategic, and operational risks, as well as many others (CSO Roundtable, n.d.). ERM is a set of methods to forecast, accept, and handle risks, which provides a methodological basis for risk management as a discipline. This includes the identification of specific events or conditions consistent with the goals of an establishment, timely assessment as to whether these events are likely to happen and (if yes) how soon, development of a strategy to meet the challenge, and progress-tracking.
Enterprise security risk management (ESRM) is also a set of managerial procedures that are aimed at effective risk management. ESRM is a continuous assessment of risks that are then managed either by proactive or reactive means. One of the differences between the two is that ESRM, as the name implies, deals specifically with organizational security risks. The process of risk assessment singles out the threats, determines the best practices accepting the risk and creates guidelines for the shareholders in terms of remediating effort development (CSO Roundtable, n.d.).
Another difference between ERM and ESRM is how they use risk management principles to function. The principles include assessment, monitoring and evaluation, planning, implementation and safeguarding, and monitoring. ERM uses these principles to cater for the organizational needs – which, more often than not, determines how the establishment will be structured. ESRM, on the other hand, does not define the structure of a business, although the principles are used within the security framework as well (CSO Roundtable, 2010).
At that, ESRM is likely to be mistaken for convergence, which is yet another means of managing security risks. The main difference between these two is that convergence integrates the structures of an establishment to cater to both the data security and physical security. This includes responsibility alignment and integrating security tools and processes. Unlike convergence, ESRM does not rely on reporting lines (CSO Roundtable, n.d.).
An example of ESRM in practice is best illustrated by a case study. A security practitioner assessing the security at a retail business feels that the parking lot should be lit up. However, this suggestion is declined by the finance group. The group (i.e., the risk owners) are unwilling to accept their risk as such. The principles of risk management are used as follows:
- The establishment’s assets are qualified and identified: these include the clients and the employees that need protection.
- Each asset is then analyzed in terms of the security risk posed to it: these include the crimes that can happen in an unlit parking lot.
- The relationship of the security risks and the assets are prioritized: the relationship is direct.
- The risk mitigation plans are developed: this occurs through the practitioner initiating a discussion with each of the owners. The risk can be either terminated, mitigated, or accepted.
Improvement plans are developed: this is done through regular and timely monitoring (CSO Roundtable, n.d.).
References
CSO Roundtable. (n.d.). Enterprise Security Risk Management: A Holistic Approach to Security.
CSO Roundtable. (2010). Enterprise Security Risk Management: How Great Risks Lead to Great Deeds.
Herodotus. (2014). Histories. (P. Mensch, Trans.). J. Romm (Ed.). Cambridge, MA: Hackett Publishing.
Purpura, P. (2013). Security and loss prevention: An introduction (6th ed.). Waltham, MA: Butterworth-Heinemann
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