The dynamics of (dis)integration in enterprise risk management

When the word ‘integrated’ is associated to a business practice, an organisational environment, or a workplace, it is often good news. The term has a positive connotation in common language, expressing something that is ‘systematic’, ‘comprehensive’, ‘coherent’, ‘cohesive’ etc. Indeed, dictionary definitions leave no doubt. Something is integrated if ‘two or more things [are] combined in order to become more effective’ (emphasis added, see here). Organisational risk management processes are no exception. In the last two decades, a burgeoning number of consulting papers and professional guidance documents suggest that ‘integrated’ risk management, providing a holistic view of enterprise-wide risks, is key to success (see, for example, this). In short, the terms ‘integration’ and ‘integrated’ seem to possess a sacred quality that makes it difficult for a ‘rational’ person to be against them, just like other words such as ‘efficient’ and ‘transparent’.