Harvard Business Review
Recently, during a Risk-based performance implementation, we were asked by our client for advice on approaches to understanding the relative maturity of their current approach to risk management, which level of maturity is right for them and how to measure maturity post implementation.
Google ‘Risk Maturity Model’ and a number of very interesting approaches will be presented. Many of these models provide the answer to the question ‘How mature is our risk management process?’ in one form or another. However, in this case, answering this single question didn’t feel sufficient as our client was seeking to do more than simply ‘tick boxes’ with this project. They were seeking to drive a business transformation.
Further research uncovered Michael Hammer’s, Process and Enterprise Maturity Model (PEMM) which