{"id":75744,"date":"2026-10-01T15:50:32","date_gmt":"2026-10-01T18:50:32","guid":{"rendered":"https:\/\/actiosoftware.com\/?p=75744"},"modified":"2026-10-02T21:18:46","modified_gmt":"2026-10-03T00:18:46","slug":"como-calcular-el-erm","status":"publish","type":"post","link":"https:\/\/actiosoftware.com\/es\/blog\/como-calcular-erm\/","title":{"rendered":"C\u00f3mo calcular el ERM: Gu\u00eda para cuantificar los riesgos corporativos\u00a0"},"content":{"rendered":"<p>Pocas preguntas en una reuni\u00f3n de consejo son tan comunes y tan dif\u00edciles de responder como \u201c\u00bfCu\u00e1l es, de hecho, nuestra exposici\u00f3n a riesgos?\u201d. Saber c\u00f3mo calcular el ERM es lo que convierte esa duda en un n\u00famero defensable, comparable entre \u00e1reas y departamentos. <strong>conectado a la estrategia<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Este art\u00edculo presenta el m\u00e9todo en etapas, los indicadores que dan una lectura ejecutiva al resultado y el marco de ERM que organiza todo el proceso.&nbsp;&nbsp;<\/p>\n\n\n\n<p>La aproximaci\u00f3n es did\u00e1ctica pero no simplista: calcular el ERM requiere decidir qu\u00e9 medir, con qu\u00e9 criterio y para qu\u00e9 decisi\u00f3n.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-o-que-significa-calcular-erm-nbsp\"><strong>\u00bfQu\u00e9 significa calcular ERM?<\/strong>&nbsp;<\/h2>\n\n\n\n<p>Calcular el ERM significa cuantificar, de forma consistente, la exposici\u00f3n de la organizaci\u00f3n a riesgos que afectan a sus objetivos estrat\u00e9gicos. En la pr\u00e1ctica, <strong>se combina la probabilidad y el impacto de cada riesgo<\/strong>, Se ajusta el resultado en funci\u00f3n de la eficacia de los controles y se compara la exposici\u00f3n al riesgo con la exposici\u00f3n definida por la alta direcci\u00f3n y el consejo.&nbsp;<\/p>\n\n\n\n<p>El <strong>Gesti\u00f3n de Riesgos Empresariales<\/strong>, El , conocido en Brasil como gesti\u00f3n de riesgos corporativos (ERM), no es un indicador \u00fanico, sino una disciplina que <a href=\"https:\/\/actiosoftware.com\/es\/blog\/gestion-de-riesgos-corporativos\/\" target=\"_blank\" rel=\"noreferrer noopener\">integra riesgos a la estrategia<\/a> y al rendimiento.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-por-que-nao-existe-uma-formula-unica-nbsp\"><strong>\u00bfPor qu\u00e9 no existe una f\u00f3rmula \u00fanica?<\/strong>&nbsp;<\/h3>\n\n\n\n<p>El marco COSO organiza la disciplina en cinco componentes interrelacionados y 20 principios aplicables a organizaciones de cualquier tama\u00f1o o sector. El modelo es <a href=\"https:\/\/www.theiia.org\/en\/products\/bookstore\/coso-enterprise-risk-management---integrating-with-strategy-and-performance\/\" target=\"_blank\" rel=\"noreferrer noopener\">basado en principios<\/a>Define lo que debe lograr una buena gesti\u00f3n de riesgos, <strong>sin imponer una ecuaci\u00f3n.<\/strong>&nbsp;<\/p>\n\n\n\n<p>A <a href=\"https:\/\/www.iso.org\/standard\/65694.html\" target=\"_blank\" rel=\"noreferrer noopener\">ISO 31000:2018<\/a> Sigue una l\u00f3gica similar. Propone una aproximaci\u00f3n integral para identificar, analizar, evaluar, tratar, monitorear y comunicar riesgos, y la norma no es preceptiva. La elecci\u00f3n de las m\u00e9tricas corresponde, por lo tanto, a la propia empresa.&nbsp;&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-exposicao-apetite-e-tolerancia-nbsp\"><strong>Exposici\u00f3n, apetito y tolerancia<\/strong>&nbsp;<\/h3>\n\n\n\n<p>Antes de calcular, alineen cuatro conceptos que suelen confundirse:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Exposici\u00f3n inherente:<\/strong> Nivel de riesgo antes de cualquier control.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Exposici\u00f3n residual:<\/strong> Nivel de riesgo tras la acci\u00f3n de los controles existentes.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Apetece con riesgo:<\/strong> cu\u00e1l riesgo la organizaci\u00f3n acepta asumir en su b\u00fasqueda de sus objetivos.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Tolerancia:<\/strong> Desviaci\u00f3n aceptable alrededor del apetito, generalmente expresada en l\u00edmites num\u00e9ricos.\u00a0<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-como-calcular-erm-na-pratica-nbsp\"><strong>C\u00f3mo calcular el ERM en la pr\u00e1ctica<\/strong>&nbsp;<\/h2>\n\n\n\n<p>Para calcular ERM, primero mapee y clasifique los riesgos relevantes; luego estime la probabilidad y el impacto financiero; calcule la exposici\u00f3n intr\u00ednseca y la residual, teniendo en cuenta la eficacia de los controles; finalmente, comparen el total consolidado con el apetito al riesgo y prioricen las respuestas. <strong>Repita el ciclo cada trimestre.<\/strong>&nbsp;<\/p>\n\n\n\n<p>Cada etapa depende de la anterior. El rigor de la \u00faltima solo existe si las primeras se han llevado a cabo correctamente.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-etapa-1-mapear-e-classificar-os-riscos-nbsp\"><strong>Etapa 1: mapear y clasificar los riesgos<\/strong>&nbsp;<\/h3>\n\n\n\n<p>No todos los riesgos se calculan de la misma manera. En un art\u00edculo publicado en <a href=\"https:\/\/hbr.org\/2012\/06\/managing-risks-a-new-framework\" target=\"_blank\" rel=\"noreferrer noopener\">Harvard Business Review<\/a>, Robert Kaplan y Anette Mikes distinguen los riesgos evitables, los riesgos estrat\u00e9gicos y los riesgos externos, cada categor\u00eda con una l\u00f3gica propia de gesti\u00f3n.&nbsp;<\/p>\n\n\n\n<p>Las p\u00e9rdidas esperadas funcionan bien para <strong>riesgos evitables<\/strong>, Como fallas operacionales. Los riesgos de estrategia requieren an\u00e1lisis del retorno buscado, y los riesgos externos requieren escenarios. Un buen <a href=\"https:\/\/actiosoftware.com\/es\/blog\/como-identificar-evaluar-y-priorizar-riesgos-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">mapeo de riesgos<\/a> evita aplicar la misma regla a diferentes tipos de naturaleza.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-etapa-2-estimar-probabilidade-e-impacto-nbsp\"><strong>Etapa 2: estimar la probabilidad y el impacto<\/strong>&nbsp;<\/h3>\n\n\n\n<p>Al decidir c\u00f3mo calcular el ERM en cada riesgo, existen tres niveles de sofisticaci\u00f3n, que pueden coexistir en el mismo portafolio:&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Enfoque<\/strong>&nbsp;<\/td><td><strong>C\u00f3mo calcula<\/strong>&nbsp;<\/td><td><strong>Cu\u00e1ndo utilizarlo<\/strong>&nbsp;<\/td><\/tr><tr><td><strong>Cualitativo<\/strong>&nbsp;<\/td><td>Escalas de 1 a 5; puntaje = probabilidad \u00d7 impacto&nbsp;<\/td><td>Selecci\u00f3n inicial de muchos riesgos&nbsp;<\/td><\/tr><tr><td><strong>Semiquantitativa<\/strong>&nbsp;<\/td><td>Intervalos de probabilidad (%) e impacto (R$)&nbsp;<\/td><td>Priorizaci\u00f3n y informe a la direcci\u00f3n&nbsp;<\/td><\/tr><tr><td><strong>Cuantitativo<\/strong>&nbsp;<\/td><td>Perdida esperada y simulaci\u00f3n de Monte Carlo&nbsp;<\/td><td>Riesgos cr\u00edticos y decisiones de capital&nbsp;<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>Las empresas en fase inicial suelen empezar con la matriz de riesgo 4\u00d74 o con una <a href=\"https:\/\/actiosoftware.com\/es\/blog\/matriz-de-riesgos-excel\/\" target=\"_blank\" rel=\"noreferrer noopener\">matriz de riesgo en Excel<\/a>. El verdadero beneficio proviene de trasladar los riesgos cr\u00edticos a valores monetarios.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-etapa-3-calcular-a-exposicao-inerente-e-a-residual-nbsp\"><strong>Etapa 3: Calcular la exposici\u00f3n intr\u00ednseca y la residual<\/strong>&nbsp;<\/h3>\n\n\n\n<p>Comprender c\u00f3mo calcular el ERM en la pr\u00e1ctica se vuelve m\u00e1s simple con n\u00fameros. Con la probabilidad anual e impacto en reales, las f\u00f3rmulas son directas:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Exposici\u00f3n inherente<\/strong> = probabilidad \u00d7 impacto\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Exposici\u00f3n residual<\/strong> = exposici\u00f3n intr\u00ednseca \u00d7 (1 \u2212 eficacia de los controles)\u00a0<\/li>\n<\/ul>\n\n\n\n<p>La siguiente tabla muestra un ejemplo ilustrativo, con valores hipot\u00e9ticos, para una empresa ficticia:&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Riesgo<\/strong>&nbsp;<\/td><td><strong>Probabilidad anual<\/strong>&nbsp;<\/td><td><strong>Impacto (R$ mi)<\/strong>&nbsp;<\/td><td><strong>Exposici\u00f3n inherente (R$ mi)<\/strong>&nbsp;<\/td><td><strong>Eficacia de los controles<\/strong>&nbsp;<\/td><td><strong>Exposici\u00f3n residual (R$ mi)<\/strong>&nbsp;<\/td><\/tr><tr><td>Error del proveedor cr\u00edtico&nbsp;<\/td><td>20%&nbsp;<\/td><td>15&nbsp;<\/td><td>3,0&nbsp;<\/td><td>40%&nbsp;<\/td><td>1,8&nbsp;<\/td><\/tr><tr><td>Incidente cibern\u00e9tico&nbsp;<\/td><td>10%&nbsp;<\/td><td>30&nbsp;<\/td><td>3,0&nbsp;<\/td><td>50%&nbsp;<\/td><td>1,5&nbsp;<\/td><\/tr><tr><td>Multa regulatoria&nbsp;<\/td><td>5%&nbsp;<\/td><td>20&nbsp;<\/td><td>1,0&nbsp;<\/td><td>70%&nbsp;<\/td><td>0,3&nbsp;<\/td><\/tr><tr><td>P\u00e9rdida de talentos clave&nbsp;<\/td><td>30%&nbsp;<\/td><td>4&nbsp;<\/td><td>1,2&nbsp;<\/td><td>25%&nbsp;<\/td><td>0,9&nbsp;<\/td><\/tr><tr><td><strong>Total<\/strong>&nbsp;<\/td><td>&nbsp;<\/td><td>&nbsp;<\/td><td><strong>8,2<\/strong>&nbsp;<\/td><td>&nbsp;<\/td><td><strong>4,5<\/strong>&nbsp;<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>La suma simple supone que los riesgos son independientes, lo que rara vez ocurre. Para capturar correlaciones y eventos de cauda, los riesgos cr\u00edticos requieren simulaci\u00f3n y modelado, un campo en el que <a href=\"https:\/\/actiosoftware.com\/es\/blog\/ciencia-de-datos-e-inteligencia-artificial-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">ciencia de datos e IA<\/a> ampl\u00edan la capacidad anal\u00edtica.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-etapa-4-comparar-com-o-apetite-e-priorizar-nbsp\"><strong>Etapa 4: comparar con el apetito y priorizar<\/strong>&nbsp;<\/h3>\n\n\n\n<p>Supongamos que el consejo ha fijado el apetito en R$ 4 millones de exposici\u00f3n anual residual. En el ejemplo, el total de R$ 4,5 millones supera el l\u00edmite en R$ 0,5 millones, lo que activa los planes de respuesta.&nbsp;<\/p>\n\n\n\n<p>Los proveedores cr\u00edticos y los incidentes cibern\u00e9ticos concentran alrededor del 73% de la exposici\u00f3n residual y deber\u00edan liderar la priorizaci\u00f3n. La respuesta puede evitar, mitigar, transferir o aceptar el riesgo. Una <a href=\"https:\/\/actiosoftware.com\/es\/blog\/politica-de-gestion-de-riesgos\/\" target=\"_blank\" rel=\"noreferrer noopener\">pol\u00edtica de gesti\u00f3n de riesgos<\/a> Una bien dise\u00f1ada define de antemano <strong>qui\u00e9n decide en cada franja de exposici\u00f3n<\/strong>.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-indicadores-essenciais-para-o-calculo-do-erm-nbsp\"><strong>Indicadores esenciales para el c\u00e1lculo del ERM<\/strong>&nbsp;<\/h2>\n\n\n\n<p>Definir c\u00f3mo calcular el ERM no es suficiente, porque un valor aislado de exposici\u00f3n no aporta mucha informaci\u00f3n. El consejo necesita <a href=\"https:\/\/actiosoftware.com\/es\/blog\/gestion-de-riesgos-como-mejorar-los-indicadores-de-tu-empresa\/\">Indicadores que muestren tendencia<\/a>, La adherencia al apetito y la calidad de los controles.&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Indicator<\/strong>&nbsp;<\/td><td><strong>C\u00f3mo calcular<\/strong>&nbsp;<\/td><td><strong>Lo que revela<\/strong>&nbsp;<\/td><\/tr><tr><td><strong>Exposici\u00f3n residual total<\/strong>&nbsp;<\/td><td>S (probabilidad \u00d7 impacto \u00d7 (1 \u2212 eficacia))&nbsp;<\/td><td>Riesgo l\u00edquido al que la empresa est\u00e1 sujeta&nbsp;<\/td><\/tr><tr><td><strong>Adherencia al apetito<\/strong>&nbsp;<\/td><td>Exposici\u00f3n residual \u00f7 l\u00edmite de apetito&nbsp;<\/td><td>Falta o exceso frente al l\u00edmite (m\u00e1s de 100% = fuera)&nbsp;<\/td><\/tr><tr><td><strong>Cobertura de controles<\/strong>&nbsp;<\/td><td>Riesgos cr\u00edticos con control probado \u00f7 riesgos cr\u00edticos&nbsp;<\/td><td>Resistencia de la respuesta&nbsp;<\/td><\/tr><tr><td><strong>KRIs en alerta<\/strong>&nbsp;<\/td><td>KRIs fuera de la banda \u00f7 total de KRIs&nbsp;<\/td><td>S\u00edmbolo de deterioro predecible&nbsp;<\/td><\/tr><tr><td><strong>Perdas efectivas vs. previstas<\/strong>&nbsp;<\/td><td>Perdas realizadas \u00f7 p\u00e9rdida esperada&nbsp;<\/td><td>Calibraci\u00f3n del modelo de c\u00e1lculo&nbsp;<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>Para Kaplan y Norton, los indicadores cumplen su funci\u00f3n solo cuando traducen la estrategia en metas mensurables. <strong>Lo mismo vale para el riesgo<\/strong>: los <a href=\"https:\/\/actiosoftware.com\/es\/blog\/gestion-de-riesgos-5\/\" target=\"_blank\" rel=\"noreferrer noopener\">Indicadores clave de riesgo (KRIs)<\/a> deben formar parte del panel estrat\u00e9gico, y no un informe paralelo.&nbsp;<\/p>\n\n\n\n<p>La comparaci\u00f3n entre las p\u00e9rdidas efectivas y las previstas depende de un buen registro hist\u00f3rico. Por eso, tratar <a href=\"https:\/\/actiosoftware.com\/es\/blog\/que-es-perdida-operativa\/\" target=\"_blank\" rel=\"noreferrer noopener\">Perdas operacionales<\/a> estructuralmente es un insumo directo para calibrar probabilidades e impactos.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-framework-de-erm-onde-o-calculo-se-encaixa-nbsp\"><strong>Marco de ERM: c\u00f3mo se integra el c\u00e1lculo<\/strong>&nbsp;<\/h2>\n\n\n\n<p>\u00bfC\u00f3mo calcular el ERM sin un marco de referencia? El resultado son n\u00fameros sin referencia. El framework del ERM define la gobernanza, el apetito, las responsabilidades y el ritmo de revisi\u00f3n, lo que da sentido a las m\u00e9tricas.&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Criterio<\/strong>&nbsp;<\/td><td><strong>COSO ERM (2017)<\/strong>&nbsp;<\/td><td><strong>ISO 31000 (2018)<\/strong>&nbsp;<\/td><\/tr><tr><td><strong>Estructura<\/strong>&nbsp;<\/td><td>Cinco componentes y 20 principios&nbsp;<\/td><td>Principios, estructura y proceso&nbsp;<\/td><\/tr><tr><td><strong>Enfoque<\/strong>&nbsp;<\/td><td>Integrar el riesgo en la estrategia y el rendimiento&nbsp;<\/td><td>Una aproximaci\u00f3n com\u00fan a cualquier tipo de riesgo y organizaci\u00f3n&nbsp;<\/td><\/tr><tr><td><strong>\u00bfD\u00f3nde entra el c\u00e1lculo?<\/strong>&nbsp;<\/td><td>Componente de rendimiento: identificar, evaluar, responder y reportar&nbsp;<\/td><td>Proceso de evaluaci\u00f3n: identificaci\u00f3n, an\u00e1lisis y evaluaci\u00f3n&nbsp;<\/td><\/tr><tr><td><strong>Naturaleza<\/strong>&nbsp;<\/td><td>Referencia de mercado para la gesti\u00f3n de riesgos corporativos&nbsp;<\/td><td>Norma internacional de directrices&nbsp;<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>El que parte desde cero puede seguir el itinerario para estructurar un programa de gesti\u00f3n de riesgos. Para formalizar la adhesi\u00f3n a la norma, vale conocer el camino que se debe seguir. <a href=\"https:\/\/actiosoftware.com\/es\/blog\/como-obtener-la-certificacion-iso-31000\/\" target=\"_blank\" rel=\"noreferrer noopener\">Certificaci\u00f3n ISO 31000<\/a>.&nbsp;<\/p>\n\n\n\n<p>El mismo marco sustenta la integraci\u00f3n con la agenda ESG, tema abordado en el contenido sobre <a href=\"https:\/\/actiosoftware.com\/es\/blog\/software-esg\/\" target=\"_blank\" rel=\"noreferrer noopener\">software de ASG<\/a>.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-beneficios-da-gestao-de-riscos-corporativos-quando-o-erm-e-quantificado-nbsp\"><strong>Beneficios de la gesti\u00f3n de riesgos corporativos cuando el ERM se cuantifica<\/strong>&nbsp;<\/h2>\n\n\n\n<p>La cuantificaci\u00f3n convierte al ERM en un instrumento de toma de decisiones. Los principales beneficios de la gesti\u00f3n de riesgos corporativos aparecen cuando el n\u00famero llega al comit\u00e9 ejecutivo:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Prioridad por valor:<\/strong> Los recursos de control van a donde la exposici\u00f3n residual es mayor.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Di\u00e1logo financiero con el consejo:<\/strong> Los riesgos pasan a ser discutidos en el mismo lenguaje de presupuestos y metas.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Decisiones de capital m\u00e1s s\u00f3lidas:<\/strong> Las inversiones y las contrataciones incorporan el costo esperado del riesgo.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Anticipaci\u00f3n<\/strong> Los indicadores previos indican una deterioraci\u00f3n antes de la p\u00e9rdida.\u00a0<\/li>\n<\/ul>\n\n\n\n<p>El Resiliencia Pulse Check de enero de 2025 del Foro Econ\u00f3mico Mundial y de McKinsey indica que 55% de las organizaciones esperan una disrupci\u00f3n relevante o severa causada por la tecnolog\u00eda, seg\u00fan la <a href=\"https:\/\/www.mckinsey.com\/capabilities\/risk-and-resilience\/our-insights\/global-risk-productivity-survey-four-themes-shaping-risk-management\" target=\"_blank\" rel=\"noreferrer noopener\">Investigaci\u00f3n global de McKinsey<\/a> sobre la productividad en riesgo.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Ya en la edici\u00f3n de junio de 2025, la <a href=\"https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/business%20functions\/risk\/our%20insights\/mckinsey%20on%20risk%20number%2019\/mck_risk_issue19.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">McKinsey sobre Riesgo y Resiliencia<\/a> Reforza que los CROs y los profesionales de riesgo, junto con la alta direcci\u00f3n y los consejos, consideran la comprensi\u00f3n y la mitigaci\u00f3n de los riesgos como condici\u00f3n para el \u00e9xito.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-erros-comuns-que-distorcem-o-calculo-de-erm-nbsp\"><strong>Errores comunes que distorsionan el c\u00e1lculo de ERM<\/strong>&nbsp;<\/h2>\n\n\n\n<p>Incluso con el m\u00e9todo adecuado, algunos desv\u00edos comprometen el resultado. Algunos de ellos son:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Tratar el riesgo como conformidad.<\/strong> Kaplan y Mikes alertan que una gesti\u00f3n basada \u00fanicamente en normas no reduce la probabilidad ni el impacto de los grandes desastres.\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Usar escalas sin calibraci\u00f3n.<\/strong> Un \u201cnivel 4\u201d significa cosas diferentes en cada \u00e1rea; ancorea las bandas en porcentajes y reales.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Sumar riesgos sin considerar la correlaci\u00f3n.<\/strong> Los eventos que se alimentan entre s\u00ed subestiman la exposici\u00f3n agregada.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Ignorar eventos raros de alto impacto.<\/strong> Una probabilidad baja no significa una baja relevancia.\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Mantener las hojas de c\u00e1lculo separadas.<\/strong> Sin historial, responsabilidad y plan de acci\u00f3n, el n\u00famero pierde valor decisivo.\u00a0<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-como-calcular-erm-de-forma-continua-com-tecnologia-nbsp\"><strong>C\u00f3mo calcular el ERM de forma continua con tecnolog\u00eda<\/strong>&nbsp;<\/h2>\n\n\n\n<p>Repetir el ciclo cada trimestre con hojas de c\u00e1lculo desconectadas consume tiempo y <strong>fragmenta la informaci\u00f3n<\/strong>. O <a href=\"https:\/\/actiosoftware.com\/es\/gestion-de-riesgos\/\" target=\"_blank\" rel=\"noreferrer noopener\">Gesti\u00f3n de Riesgos de Actio<\/a> centraliza los riesgos, matrices, pruebas de control, planes de mitigaci\u00f3n y p\u00e9rdidas operacionales en un \u00fanico entorno, alineado con las referencias ISO 31000, COSO y PMI.&nbsp;<\/p>\n\n\n\n<p>Con Actio IA, la plataforma sigue creciendo<strong> detecta autom\u00e1ticamente riesgos y lagunas<\/strong> de rendimiento. Al vincular los riesgos a objetivos y indicadores estrat\u00e9gicos, el gestor deja de considerarlos como un informe aparte.&nbsp;&nbsp;<\/p>\n\n\n\n<p>La l\u00f3gica dialoga con la <a href=\"https:\/\/actiosoftware.com\/es\/blog\/importancia-del-sistema-de-gestion-integrada-en-las-empresas\/\" target=\"_blank\" rel=\"noreferrer noopener\">Importancia del sistema de gesti\u00f3n integrado<\/a>, En el que la estrategia, los riesgos y los procesos funcionan como un \u00fanico ciclo.&nbsp;<\/p>\n\n\n\n<p>Para los gerentes de empresas medianas y grandes, el siguiente paso es elegir el marco, calibrar las escalas y dotar al proceso de tecnolog\u00eda.&nbsp;<\/p>\n\n\n\n<p>Conoce el <strong>Actio Gesti\u00f3n de Riesgos Corporativos (ERM)<\/strong> y agenda una demostraci\u00f3n gratuita con uno de nuestros especialistas.&nbsp;<\/p>","protected":false},"excerpt":{"rendered":"<p>Comprenda c\u00f3mo calcular el ERM: cuantifique la probabilidad, el impacto y la exposici\u00f3n residual y conecte la gesti\u00f3n de riesgos corporativos con las decisiones estrat\u00e9gicas de la empresa.<\/p>","protected":false},"author":20,"featured_media":75745,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center 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