The U.S. risk management community appears to have settled into two distinct camps.

The first is a relatively small group of risk managers who have aggressively pushed the “outside of the envelope” in leading their organizations into the world of enterprise risk management. They have taken risks, expanded their knowledge and skill sets, and challenged their organizations to change–in an effort to build a better model for their companies and a more meaningful role for themselves.

Those in the second and larger camp appear comfortable with the status quo and are firmly tethered to their traditional, hazard risk and insurance-based roots. The unfortunate reality for some in this camp (certainly not all) is that by tying themselves to what is, without question, the most unpleasant and most misunderstood purchase any company makes during the year, they may–as I have heard over and over again during the last 35 years–be seen as a necessary evil, with little or no chance of upward mobility within the organization.

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