The integration of ERM concepts in companies” strategy

The work aims to analyze the consequences, within a company, of the integration and implementation of strategic tools and methodologies such as enterprise risk management (ERM) and the use of instruments such as the Balanced Scorecard (BSC). Could, a strategic management system like the BSC, have implanted into it, the beneficial concepts related to ERM? If possible, will it be made an improvement in the company performance management? To date, in an increasingly competitive and globally integrated market, in which companies are accountable to a diverse variety of stakeholders, the development of an integrated and well-functioning process of ERM can give reasonable assurance on the achievement of company objectives. The work wants therefore provide an analysis on how a risk-based balanced scorecard may affect strategy and performances of a firm. Recognized then, the possible benefits in terms of performance attributable to the implementation of ERM systems, and affirmed the crucial strategic role that can have the BSC, we wondered to make an additional step. Integrating the two ideas, the two concepts, in order to make additional benefit for the firm.