I am a futurist. My job is to identify what's changing and what isn't changing, how fast it's changing, the interactions betwixt and between (or cumulative impact of multiple change elements), and what C-suite executives can do to benefit from change. I forecast that enterprise risk management (ERM) will be the defining element of enterprise success for the second decade of the third millennium. For the past nine months, I have been intensely examining the possible future trajectory of the practice and practitioners of ERM.