ERM Case in Point

This week’s rescue of Citigroup serves as a prime example of how fragmented approaches to risk management can have disastrous consequences.  The New York Times presented a thorough review of the actions and inactions occurring within the ranks at Citigroup that ultimately led to far excessive risk-taking.  In short, the risk oversight was relegated to those in the business units who had the most to gain by taking excessive risks.  This, in turn, led to the creation of a culture that considered risk management as an after-thought and did not promote a full understanding of risks across the enterprise.  Lynn Turner, formerly the chief accountant at the Securities & Exchange Commission, offered his view of Citigroup in the article.

“If you’re an entity of this size,” he said, “if you don’t have controls, if you don’t have the right culture and you don’t have people accountable for the risks that they are taking, you’re Citigroup.”

Financial and non-financial corporations alike should use the case of Citigroup as an example of how not to structure their risk management programs.  To be truly effective, enterprise risk management programs should be supported by a strong culture, strong controls and strong competencies in risk management disciplines. Visit to learn more about building an effective enterprise risk management program.


About Wheelhouse Advisors
Wheelhouse Advisors LLC is the publisher of The ERM Current™, an online publication and blog dedicated to providing the latest updates on current trends in Enterprise Risk Management & Control. Wheelhouse Advisors provides cost-effective Enterprise Risk Management & Control solutions to both large and mid-size corporations. To learn more about Wheelhouse Advisors, please visit our web site at

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