DRIVEN: Business Strategy, Human Actions and the Creation of Wealth (2007) By Mark L. Frigo and Joel Litman This landmark book is being used by management teams and boards of directors to guide strategy development and strategy execution and as a foundation for MBA courses and executive education programs around the world. With the current challenging business environment, companies must realign business strategies to deal with the short issues, while positioning the business for growth opportunities. Authored by Dr. Mark L. Frigo and Joel Litman. DRIVEN is about RETURN DRIVEN STRATEGY, a framework for business analysis and planning prioritization and the culmination of a ten-year intensive research project studying and categorizing the root causes of thousands of businesses that have succeeded, failed, or remained in mediocrity. The underlying research covered up to 30 or more years of data about the firm’s performance and involved hundreds of researchers in studying the strategic activities of high performance companies. DRIVEN includes explanations, diagnostics, and case studies. Chapters are ordered consistently with the Return Driven Strategy framework, making DRIVEN a valuable guide for ongoing reference as well as an interesting and enlightening read. Strategic Risk Management: A Primer for Directors and Management Teams (2010) By Mark L. Frigo and Richard J. Anderson The Strategic Risk Management Primer is designed to help management teams and boards to proactively manage enterprise risk and develop a workable plan with incremental steps for developing risk management capabilities and processes within an organization. This primer focuses on the latest developments in the area of Strategic Risk Management, which is a necessary foundation and component for effective Enterprise Risk Management (ERM); Governance, Risk and Compliance (GRC) and overall risk management. The Strategic Risk Management Primer is designed to be an easy-to-use source of information and tools on Strategic Risk Management for directors and executives. The content in the primer is presented in a series of articles, short narratives, tools and diagnostics, grouped into chapters by topic, to provide quick readings in short time periods. The primer begins with a chapter on integrating risk management into strategy development, performance measurement systems and Balanced Scorecards. This chapter provides an overview on where and how to incorporate risk management into strategic planning and strategy execution processes. The primer also includes a chapter which describes how to conduct a Strategic Risk Assessment using the tools in the primer which serves as a foundation for effective ERM, GRC and risk management. Frigo, Mark L. and Hans Læssøe, “Strategic Risk Management the LEGO Group: Integrating Risk Management and Strategy” Strategic Finance (February 2012) This cover article was the result of two years of research with the LEGO Group and its pioneering Strategic Risk Management system. It describes leading practices in integrating risk management and strategy within a high performance company. The article inspired two Harvard Business School case studies. The article includes a discussion of the use of Scenario Planning in risk management. Frigo, Mark L. and Richard J. Anderson “Strategic Risk Assessment: A First Step for Risk Management and Governance” Strategic Finance (December 2009) This cover article describe the Strategic Risk Assessment process which is being used by executive teams and boards of directors in identifying and managing risk in the strategy of the organization. The Strategic Risk Assessment process has been included in publications by RIMS (Risk and Insurance Management Society) in its Strategic Risk Management Implementation Guide, and by The Conference Board, IIA and other organizations. It has be presented to CFOs, CEOs, CROs at executive summits and conferences throughout North America, Europe, and Asia-Pacific. Frigo, Mark L. and Venkat Ramaswamy, “Co-Creating Strategic Risk-Return Management” Strategic Finance (May 2009) This cover article integrates two powerful paradigms of strategy (Value Co-Creation and Return Driven Strategy) to provide insight on how organizations can engage internal and external stakeholders in risk management in order to integrate risk management and strategy. “When Strategy and Valuation Meet: Five Lessons from Return Driven Strategy” Strategic Finance (August 2004 cover article) By Joel Litman and Mark L. Frigo This landmark article provides insights from extensive global research on high performance companies as part of the Return Driven Strategy Initiative. The Return Driven Strategy Initiative screened thousands of companies and identified, documented and benchmarked the strategic activities that separate the best performers from the worst, and what lies in between. It involved multiple avenues of research and application and a consortium of academic and professional research and has resulted in the creation of the Return Driven Strategy framework which describes the strategic activities of great companies have demonstrated over a sustained period of time. This article discusses the convergence of strategy and valuation, and how this convergence can help us to understand which strategies drive value creation. Five lessons of Return Driven Strategy discussed in this article are: A great product seldom ensures a great business; Being “different” is not core to strategy--it’s only a by-product; The difference between a great company and a great stock; Why monopolies are often not great stocks; When and why growth is not necessarily a good thing. These insights are critical to investment analysts, corporate executives and managers, consultants, and anyone else who needs to better understand a company and its value and valuation.