Chief Risk Officer (CRO)
CROs constantly need to reassess risk in an unstable and fluctuating world. Using risk management as an opportunity to both protect the organization and accelerate performance is more critically important than ever for a company to protect itself and grow.
In a risk landscape that's difficult to predict, we work with you to identify the assets that matter most and guide strategic decisions to help your organization's overall strategy to stay on track.
Our global connectivity and understanding of your organization's industry issues inspire us to ask better questions. We then create innovative answers to help you identify what risks pose threats and which risks can help you grow faster. Together, we equip you with the intelligence and resources to deliver better outcomes and long-lasting results, from strategy to execution.
How we can help
It’s an unpredictable and insecure world with a constantly fluctuating economy, which means you need to reassess where risk is coming from and how to deal with it. New challenges are emerging every day: geopolitical upheaval, new technologies posing more complex risk questions, and social instability disrupting supply chains. In today’s increasingly complex, fast-paced world, it is critically important that CROs see risk management as an accelerator rather than an inhibitor of performance.
CEOs are asking how their risk functions are supporting critical areas, and whether their risk team is still fit for purpose.
For EY Advisory, a better working world means solving big, complex industry issues and capitalizing on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
We’ve shaped a global ecosystem of consultants, industry professionals and alliance partners with one focus in mind – you. This collaborative approach has enabled one CRO to prove a correlation between his organization’s focus on risk and its performance.
It has enabled another to simplify their company’s controls environment, halving the company’s costs and shortening its close process from 25 days to 7 days. It has helped a global pharma company’s CRO to make digital investments to comply with regulation ahead of time and simplify the patient experience. And it has allowed the CRO from a global research organization to assess the business model risks of a new commercial offer to make it more competitive in the marketplace.
Risk issues touch every aspect of business. And this means conversations about risk management are going higher up the board’s agenda. CEOs are asking how their risk functions are supporting critical areas, and whether their risk team is still fit for purpose. We equip you with the intelligence, resources and answers to stay ahead of predictable risks, and the strategy and processes to control and leverage the risks you can’t yet see.
We draw on the knowledge and capabilities of our diverse ecosystem of external professionals and alliance partners, as well as our consultants from across EY – in cybersecurity, supply chain, internal audit, risk assurance and elsewhere – to ask better questions. We then collaborate with you to create answers that enable you to look at risk from all angles and across every part of the organization, helping you see the big picture – and the big potential. Together, we help you deliver better outcomes and long-lasting results.
We believe that when CROs work better, the world works better.
So, are you using risk to hit the throttle or the brake?