Degenerating Bank's Risk Frameworks

It is a tragic end to the year for risk management in banking where the regulator's fascination with Risk Comparability and Risk Framework Uniformity has reduced banking risk management solutions to nothing more than Risk = BCI x ILM.

Can you really change the culture of banking?

George Osborn and Mark Carney are determined that the culture of banking as it has become accepted by the community at large, although deeply criticised over the years, can actually change.

Why Banks Fail Stress Tests

Perhaps one of the most important risk activities a bank should initiate or enhance over the coming years ahead is stress testing. The stress testing framework, not that risk analysts currently see it as that, is probably going to be the next best thing and the only viable commercially alternative for reducing financial sector fragility other than crippling regulation or bailouts.

  

In this blog we look at why banks have been failing their stress tests. 

ISO 31000 for banks

ISO 31000 is a risk management standard that provides generic guidelines for the design and operation of an enterprise risk management framework. Released in 2009 by the ISO standards board, the standard itself has been crafted in such a manner that it makes ISO applicable for any organisation type. Theoretically banks to manufacturing firms can benefit from implementing ISO 31000.

What we are exploring in brief today is: Should the banking sector entertain ISO 31000 when it already has an established global risk standard of its own?

The presentation for this posting can be found by following this [link]

Bureaucracy Banking

Banking today is viewed upon by the customers it is designed to serve as sick. 

The causal factors for the Global Financial Crisis have been debated by many a soul and some blame our economic pain on feeble regulation, others on poor credit risk origination practices or asset bubble growth in a long only market. There is actually a whole array of factors that break banking greater than these three reasons alone I can assure you, but emphasis aside, nearly everyone I speak with will put the banking sector squarely and central to the debate of our economic woes.

What has gone wrong with banking then?

Changing the way we educate bankers

In the next five years the world of traditional banking is going to need to adapt in more ways than we can possibly imagine if it is to survive. These changes are likely to be driven from external factors, that is obvious. Recently however, internal catalysts seem to be appearing in the market that may question the very way these institutions function.

In this post we look at how some banks are starting to rethink their training environments to meet tomorrows banking challenges.