In some cases, firms may be practicing good risk management on an exposure-by-exposure basis, but they may not be paying close enough attention to aggregation of exposures across the entire organization. Rapid growth can place considerable pressure on, among other areas, an organization's management information systems, change-management controls, strategic planning, credit concentrations, and asset/liability management.
An organization must also understand how its various business components, some of which can be quite sophisticated and complex, dynamically interact. A successful ERM process can help to meet many of these challenges. Of course, enterprise risk management is a fairly broad topic that can mean different things to different people.