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Trusted partnerships between the risk functions and the front office are fundamental to effective risk management – you cannot run a control function without trust and mutual confidence in each other’
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When thinking about delivering effective controls change management, practitioners inevitably focus on the organisational and business constraints that limit the pace and sophistication of change.
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A key surveillance challenge is balancing the expectations of the business with the resources and priorities of the surveillance team. It is the responsibility of the business to understand the functi
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One of the key tensions involved in understanding what a right-sized risk function might look like is regular driven demand versus improving risk maturity. These two priorities can often align so that
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The big US fines around data capture illustrate an interesting dichotomy: while banks and technology companies work on sophisticated analytics, AI, and behavioural models, the basics of data capture a
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Every new piece of regulation and every market innovation demands a big programme to incorporate it into banks’ non-financial risk management frameworks. Often that programme delivers a huge number of
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