PART FOUR takes us to stories that enrich the risk management process. We begin with risk categories and how they should align with the business (Chapter 17). This is a process of customization. We recognize business disruption and its consequences, which can be far reaching (Chapter 18). We look at the Sarbanes-Oxley Act as a component within an ERM structure (Chapter 19) and then tell three risk management stories about candy bars and mugs, exotic jams, and Toyota (Chapter 20). Chapter 21 takes us in the direction of risk mitigation when no central leadership function exists, while Chapter 22 takes us through the Cerberus acquisition of Chrysler.
Part Four concludes with a look at the past, the present, and the future. Chapter 23 looks at the recent history of risk management, Chapter 24 surveys ERM’s evolution since 2004, and Chapter 25 looks to the future of ERM.