Today, boards are required to take a much more active role in risk oversight. This is the third In this series of posts where I’m discussing the three key levers that boards can use in their risk oversight. In this post, I’m covering risk policy. Board-approved risk policies are a critical tool for communicating its expectations and requirements for risk management and oversight.
Today, boards are required to take a much more active role in risk oversight. This is the third In this series of posts where I’m discussing the three key levers that boards can use in their risk oversight. In this post, I’m covering risk policy. Board-approved risk policies are a critical tool for communicating its expectations and requirements for risk management and oversight.
Most companies recognize that effective risk management depends on a clearly articulated statement of risk appetite. Take this five-question quiz to see if your organization’s risk appetite is in line with its risk capacity. Included in this post – a new white paper exploring the role of the board in setting, implementing and monitoring risk appetite.
In the wake of the global financial crisis, boards are taking a much more active role in risk oversight. In this series of posts, I’m discussing the three key levers that boards can use in their risk oversight. In this post, I’m covering risk governance, which establishes the oversight roles and decision points for the board and board committees.
In the wake of the global financial crisis, boards are taking a much more active role in risk oversight. They are reexamining governance structure and roles, risk policies and limits, and assurance and reporting processes. James Lam, author of Enterprise Risk Management: From Incentives to Controls, says there are three key levers that boards should adopt in their risk oversight.
Measuring and managing operational risks is transitioning from intuitive art to science. But introducing quantification to an area that involves qualitative reasoning and subjectivity can be a little daunting. Take a look at Gary Cokins’ risk map – visualize risks on a single page.
Can banks use data analysis to play ‘Moneyball’?
Are organized fraudsters winning the big data battle?
Turning a cost center into a money generator
Attending the ACFE Fraud Conference and Exhibition?
Plan to attend Increasing Investigator Efficiencies
When: Wed., June 30, 8:30-9:50a.m.
Where: Orlando, FL
Featuring: David Stewart and Dan Barta from SAS’ Fraud and Financial Crimes Practice.
Organized fraud is a growing problem, in large part because it is so hard to detect. In this session, we will show customer examples of how Entity Link analysis improves investigator efficiency by reducing the time spent investigating false-positive alerts and prioritizing events before presenting to investigators. Investigators can now work many times the number of cases and focus on higher-value networks.
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