Effectively integrated with strategy-setting and performance management, risk management invigorates opportunity-seeking behavior by helping directors and managers develop the confidence that they truly understand the risks inherent in the organization’s strategy and have the capabilities in place to manage and monitor those risks. Risk management is flawed when risks are evaluated after the strategy is formulated. The end result could be strategic objectives that are unrealistic and risk management that is simply an appendage to performance management. This issue of Board Perspectives: Risk Oversight discusses how to achieve this vital connectivity.