Mark Frigo - Academia.edu (original) (raw)

Papers by Mark Frigo

Journal of Corporate Accounting & Finance, Mar 1, 2009

T his article explores how fragmented linkages and lack of alignment among these processes can cr... more T his article explores how fragmented linkages and lack of alignment among these processes can create risk. It also presents approaches for the integration of enterprise risk management (ERM) into the strategic planning and strategy management processes to provide comprehensive ERM/strategy management coverage and shares two winning case studies to provide direction for your future program design. FIRST, WHAT IS A BALANCED SCORECARD? We will use the balanced scorecard (BSC) as a normative reference to corporate performance management programs. But, you may ask, what is a BSC? Briefly, the BSC is a management framework that translates company strategy into objectives and measures across four perspectives:

Journal of Corporate Accounting & Finance, Feb 23, 2011

Strategic Finance, 2016

High Innovation (where there's a large and increasing investment in the company and low but i... more High Innovation (where there's a large and increasing investment in the company and low but increasing economic returns), Competitive Fade (where reinvestment begins to decrease and returns begin decreasing), Mature (where reinvestment remains at low levels and returns are relatively low), and Failing Business Model (where the return becomes consistently below the cost of capital). [...]it is able to look not only for opportunities within the sectors, but also ones that cross the sectors.

Harvard Deusto Finanzas y Contabilidad, 2007

Los rapidos cambios en las tecnologias de la informacion, la explosion de la globalizacion y el o... more Los rapidos cambios en las tecnologias de la informacion, la explosion de la globalizacion y el outsourcing, la sofisticacion de las transacciones empresariales y el incremento de la competencia hacen que resulte mucho mas dificil para los consejos de administracion y los altos directivos supervisar eficazmente unas carteras de riesgos complejas y en constante evolucion.

Strategic Direction, Dec 26, 2008

Strategic Finance, May 1, 2007

The role of the CPA as business advisor is increasingly important. Clients expect CPAs to help th... more The role of the CPA as business advisor is increasingly important. Clients expect CPAs to help them grow and increase profitability. Advisory Comments for Growth and Profitability shows CPAs how advisory comments can benefit clients and support practice development, client retention, and practice management goals. Complete with charts, graphs, checklists, and questionnaires, this step-by-step guide provides valuable example advisory comments.

Strategic Finance, 2014

The article provides insights into the use of enterprise risk management frameworks as a tool to ... more The article provides insights into the use of enterprise risk management frameworks as a tool to help organizations implement and improve their risk management processes. Topics discussed include the components of enterprise risk management, principles of risk management, and strengths and weakness of each framework. Information on the positive and negative impacts of financial risk and factors to consider when developing a risk management plan is provided.

Recent signifi cant risk events, including catastrophic weather events, cybercrime, macroeconomic... more Recent signifi cant risk events, including catastrophic weather events, cybercrime, macroeconomic issues, and supply chain interruptions, have resulted in an increased focus on risk and risk management by boards of directors. One of the board’s key oversight roles is to understand the organization’s strategic risks and the relationship between risk and strategy. This Director Notes describes the factors that are driving the need for strategic risk management, outlines a strategic risk assessment process, and off ers recommendations for integrating risk management in strategy execution and measurement.*

Strategic Finance, 2005

Say the word governance, and compliance comes to mind. Performance measurement and knowledge mana... more Say the word governance, and compliance comes to mind. Performance measurement and knowledge management probably didn’t cross your radar screen. They should have. Despite the proliferation of national and international codes, guidelines, and statements of best practices on corporate governance, recent company failures have shown that the primary focus on compliance isn’t enough for good governance. To help your company fulfill its responsibility in terms of governance and accountability, we recommend a management tool—the Integrated Governance Scorecard (IGS)—that includes compliance but moves beyond it to address performance and knowledge management. We’ll provide some reasons why you should pay attention to these dimensions. Of course, governance is a complex issue in any organization. But global companies face the steepest challenges because of the many laws, regulations, performance expectations, and cultural values. That’s why all companies can learn from the best practices of leading global companies. To explore the accounting and finance practices related to governance at three international companies—General Electric,Whirlpool, and Nestlé—we conducted research from 2002 to 2004, discussing the issues with finance executives and others to ultimately create case studies. Three research teams—from the Manchester Business School in the United Kingdom, the University of Siena in Italy, and DePaul University Kellstadt Graduate School of Business in Chicago—conducted the project. The resulting case studies are part of a research project funded by the Institute of Chartered Accountants of England and Wales (ICAEW