The greater the control you have over risk, the more finely you can judge the risk, and the more money you can make. But, how much control do you have – can you have?
When IT execs talk about big data, they say they have to start with baby steps; they have to get buy in from many areas of the organization. Here are some of their tips for getting both IT and executives on board with analytics implementations and data governance policies that will help the organization make the most of data.
A lot of what Solvency II addresses is improving transparency across the firm, between the firm and its regulators, and with the customer. SAS recommends these six data quality process steps to support Solvency II initiatives.
New findings from the Project Management Institute (PMI) suggest that organizations that focus on excellence in project management execution can reduce risk, improve performance, save money and achieve a greater return on investment.
Since 2006, many boards have appointed chief data officers to work closely with their chief risk officers to evolve the organization’s culture to a data-driven, risk management organization. Read these six steps to help your organization evolve to a successful data-driven organization.
Chris Skinner says that CROs have failed in their role of managing risk. But, he doesn’t believe CROs are at fault; “faulty models, ineffective risk systems and a complicated market are the culprits.”
Today’s fraudsters always seem to be one step ahead of investigators, so John York, Doris Wong and Dan Zaratsian from SAS wrote a SAS Global Forum paper to show that fraud investigators CAN get the upper hand. In this post, you get the paper and additional information from John York in a video interview.
Firms with an approach that aligns with the real-world will create growth, while firms with a misaligned approach will shrink relative to each other. The risk attitude that aligns well will eventually control more of the market’s resources. Read this Harvard Business Review opinion on how risk attidude – and appetite – affects your firm.
In this short video, Clark Abrahams briefly defines risk appetite, outlines the need for a clearly articulated risk appetite statement, and then discusses the key components of a risk appetite statement
This conversation with Dr. Bob Mark is one of many with risk officers to help answer the question, “How do executives know that their investment in risk management systems are being directed toward the right outcomes?”