The Knowledge Exchange / Risk Management / Clark Abrahams, Chief Financial Architect, SAS

Clark Abrahams

Clark Abrahams, Chief Financial Architect, SAS

Clark Abrahams is Global Marketing Director at SAS. An author, inventor and former Chief Risk Officer, Abrahams is a 2011 NACD Governance Fellow and is currently on the board of Social Compact and a committee member on OCEG’s Leadership Council. With a career spanning nearly four decades, he is a passionate proponent of the fusion of analytics and judgment for better business decisions. Abrahams shares his perspectives in The Principled Achiever blog on how to win business while earning trust.

Cut the double talk

Clark Abrahams, Chief Financial Architect, SAS

Take a look at the news lately and you’ll see big names in financial services struggling to recover from serious reputation damage. Why? Unclear risk appetite messages were cascaded down the chain of command. Take a new look at the message you are sending and the message being received.

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The regulatory machine is percolating, now what?

RiskMinds

Ri$kMinds brought together leaders from all sectors of the risk world to discuss the problems and future facing facing financial services institutions across the globe. Clark Abrahams brought back some notable quotes and his thoughts on the increased regulatory. He seems recharged by the idea that innovation, regulatory compliance and business strategy fit together for the perfect competitive puzzle.

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GRC, business strategy, and the Board

Clark Abrahams, Chief Financial Architect, SAS

Although CEOs and management teams are responsible for crafting strategic direction, Clark Abrahams says that board of directors need to be involved in strategic planning from the beginning. He offers a playbook idea to give boards a level set of knowledge on everything from competitor and industry analysis to risks and financials. That foundation will help them ask the right questions from the start.

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How can corporations reinforce, or restore, public trust?

Clark Abrahams, Chief Financial Architect, SAS

What can corporations and financial institutions do to reinforce or restore the public’s trust? Clark Abrahams says that the answer is easy: improved governance, transparency, a return to fundamentals, and effective stakeholder communication. But this solution starts at the top.

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Getting compliance right

Clark Abrahams, Chief Financial Architect, SAS

With close scrutiny from the regulators and government agencies, senior managers and boards are increasingly relying on its compliance teams. Read what role an organization’s compliance team plays in making strategic decisions.

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Five steps to build a GRC culture

Five steps to build a GRC culture

Corporate culture is the foundation for any business. It dictates how employees will treat customers and one another, and it molds the kind of image and brand reputation that management desires. A corporate GRC culture goes even farther to improve internal controls and minimize surprises. Read Clark Abrahams’ five steps to building your GRC culture.

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The intersection of business strategy & enterprise GRC

Clark Abrahams, Chief Financial Architect, SAS

Organizations that are effective at governance, risk and compliance have found an intersection between business strategy and enterprise GRC. Read Clark Abrahams’ discussion of how Greg Monahan’s SOAR methodology and others like it can help other organizations find that intersection.

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Compliance: Lines of Responsibility are Blurring within Corporations

Clark Abrahams, Chief Financial Architect, SAS

In an enterprise setting, policies and procedures often transcend departmental boundaries, and the actions taken by one group can drastically impact their downstream associates. Read Clark Abrahams’ advice for integrating to solve complex GRC issues.

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GRC fosters proactive internal controls

Clark Abrahams, Chief Financial Architect, SAS

The benefits of a governance, risk and compliance culture are early identification, monitoring and control of risk. An organization that incorporates GRC at every level will see fewer losses, increased efficiency and productivity and enhanced reputation.

How to know if your firm needs GRC

Clark Abrahams, Chief Financial Architect, SAS

Some dismiss GRC because they see it as a “boil the ocean” solution that tries to take on so much as to be completely overwhelming and impractical. Clark Abrahams suggests a step-by-step approach, starting with a current business pain.

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