- The Association for Federal Enterprise Risk Management (AFERM) defines ERM as “… a discipline that addresses the full spectrum of an organization’s risks, including challenges and opportunities, and integrates them into an enterprise-wide, strategically aligned portfolio view. ERM contributes to improved decision making and supports the achievement of an organization’s mission, goals, and objectives.” More information about AFERM and ERM resources can be found at www.AFERM.org.
- Sydney Finkelstein, et al., Think Again: Why Good leaders Make Bad Decisions, Harvard Business Press, 2008.
- Thomas H. Stanton, Why Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis, Oxford University Press, 2012.
- John Fraser, “Building Enterprise Risk Management into Agency Processes and Culture,” chapter 9 in Thomas H. Stanton and Douglas W. Webster, eds., Managing Risk and Performance: A Guide for Government Decision Makers, John Wiley & Sons, 2014.
- Lester M. Salamon, ed., The Tools of Government: A Guide to the New Governance, Oxford University Press, 2002.
Thomas H. Stanton teaches at Johns Hopkins University. He is a Past-President of the Association for Federal Enterprise Risk Management (AFERM) and a Fellow of the National Academy of Public Administration. He has helped to write or edit numerous books including Making Government Manageable (Johns Hopkins, 2004), Meeting the Challenge of 9/11: Blueprints for Effective Government (M.E. Sharpe, 2006) and Managing Risk and Performance: A Guide for Government Decision Makers (Wiley, 2014). He wrote Why Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis (Oxford, 2012), based on service at the Financial Crisis Inquiry Commission. Mr. Stanton holds degrees from the University of California at Davis, Yale University, and the Harvard Law School.