improving risk management unravelling the complexity of risk institute of actuaries of australia erm...
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Improving Risk ManagementUnravelling the complexity of risk
Institute of Actuaries of AustraliaERM Seminar
20 September 2011
Neil CantleJoshua Corrigan
2 © 2011 Milliman
Contents
1. Complex Systems Framework for Risk Analysis
2. A New Toolset for Complex Risk Analysis
3. Australian Case Study
4. UK Actuarial Profession Risk Appetite Research
5. Summary
Complex Systems Framework for Risk Analysis
Section 1
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Starting Point
Previous study leads us to the view that:– Risk tools need to embrace
• Holism• Non-linearity / complexity• Human bias• Adaptation / evolution
– Risk can be viewed as the unintended emergent property of a complex adaptive system
– Risks are a process and even complex risks can be spotted early
4© 2011 The Actuarial Profession
www.actuaries.org.uk
5 © 2011 Milliman
Systems Thinking
Systems thinking is both a:
– Worldview that:• Problems cannot be addressed by reduction of the system• System behaviour is about interactions and relationships• Emergent behaviour is a result of those interactions
– Process or methodology to:• Understand complex system behaviour• See both the “forest and the trees”• Identify possible solutions and system learning• Utilise complexity science techniques for risk analysis
5© 2011 The Actuarial Profession
www.actuaries.org.uk
6 © 2011 Milliman
Information Theory
A New Perspective on Risk
Bayesian networks
Psychology
Graph theory
Complex systems
Systems dynamics
Behavioural science
Cladistics
There are a lot of sciences which have insights to offer in relation to the study of complex adaptive systems...
...putting them together makes many difficult risk management tasks easier, and even possible
Cognitive mapping
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Understanding a Crisis
Symptoms
Causes
Sense-making
Understanding
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Complex Adaptive Systems
Basic properties:– Has a purpose
– Emergence – the whole has properties not held by sub components
– Self Organisation – structure and hierarchy but few leverage points
– Interacting feedback loops – causing highly non-linear behaviour
– Counter-intuitive and non-intended consequences
– Has tipping point or critical complexity limit before collapse
– Evolves and history is important
– Cause and symptom separated in time and space
Risk is the unintended emergent property of a company (which is a complex adaptive system)
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A Systems View Of Risk
Holism before reductionism (think “outcomes”)
Embrace human cognitive biases (and adjust inputs)
Admit non-linearity
Cope with adaptation (avoid static reporting/analyses)
Simple behaviours and feedback can produce complex outcomes
Risk is an evolutionary process not a point in time event
Complexity-based techniques reveal buried truths and make the management of risk more intuitive
A New Toolset for Complex Risk Analysis
Section 2
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Cognitive Mapping - It’s all in your head!
Key Nodes
Key DriversGaps
Source: Milliman
People form complex models in their head of what they see/think. As your experts describe those models it is possible to use cognitive mapping techniques to reconstruct the highly complex risk profiles of real business in a robust, repeatable way.
You can evidence areas where narrative is too brief or where there are conflicting views.
It is a natural way for experts to engage but helps them combine their thoughts with others and identify the really important facts.
12 © 2011 Milliman
Case Study
UK Life Assurer had a series of operational risk scenarios which were monitored regularly and had been modelled as loss-distributions
Lack of real engagement between capital modellers and business as the model was a bit “abstract”
Scenarios were discussed with business experts who described the features and dynamics of them
The scenarios were converted to a cognitive map and analysed to elicit the particularly key features
Cognitive map of scenario description
...analysed to identify key features (red)
Modelled using Decision Explorer
13 © 2011 Milliman
Case Study A Bayesian Network was
produced from the cognitive map for each scenario
Business experts fine-tuned the model and provided evidence to explain the states of each node in the model
Modelled using AgenaRisk
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Case Study
Factors which are present in multiple scenarios are explicitly connected
Final loss distribution obtained by adding scenarios together
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Risk Monitoring with New Risk Metrics
Using metrics designed to describe complex non-linear patterns, you can see signs of trouble building up and begin to form theories about the dynamics
You can actually measure how much information something contains:
I(x) = -log p(x)
If something is surprising it will tell you a lot
Looking at your management information in this way can yield insights about the early development of unusual behaviours
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Connectivity Typical correlation measures cannot spot
non-linear dependency
Mutual information sharing canDifferent levels of correlation
Q ~ U[0,2p]R ~ U[4, 5]X = R cos QY = R sin Q
Sample of 1000
Example
Correlation = 0.0Mutual Info = 1.0
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Looking beneath the surface
Produced by Milliman using:
Same outcome
but different drivers
This company’s performance seems less “complex”
This company’s performance seems complex, involving many variables
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Emerging Risk
Risk registers typically force the assignment of a label to each entry
But the entries are often not that simple
By using a more granular labelling approach it is still possible to aggregate the information
Technique from biology permits analysis of:– Which entries are “like” each other
– Understanding of how risk scenario characteristics evolve
– Clues about potential future scenarios
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Evolutionary forces
Application of Cladistics
Developed in biology to permit classification of organisms into groups without prejudging what the hierarchy of relationships should be
A simple technique gives a much more realistic idea about the risk profile of the business
Source: Milliman Risk DNA Analysis™
20 © 2011 Milliman
Risk Culture Systems view of risk culture looks at
– Structure of company’s communication infrastructure (who is talking to who)
– Measure efficiency of info transmission
– Identify traits of company personality – key person risk
– Identify current position of company’s personality from different perspectives
– Indicate current potential of company to achieve different levels from different perspectives
– Develop plan to improve maturity of risk culture within the bounds of what is possible
– Simple questions-based input, but...
– ...scientifically grounded in psychology, behaviourial science, social network analysis and complex systems
Australian Case Study
Section 3
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Australian Industry Fund Case Study
Hypothetical Australian industry superannuation fund
Primary strategic objectives:– Provide retirement savings and pension products and services that
meet member needs
– Maintain, enhance and protect their member value proposition
Key questions:– What are the most important drivers of the business?
– How complex is the business?
– How do the risks inter-relate and interact?
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Concept MapIndustry goal
Company goal
41 concepts
81 links
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What are the Drivers of the Business?
Top 10 concepts / business drivers # immediate links
Weighted links
Retain existing members 10 22
Risk and retirement product selection 8 21
Provide attractive returns 7 19
(Poor) Capital market conditions 7 17
Ageing member population 7 16
Maintain low fees 6 18
Generate economies of scale 6 19
AUM size and growth 6 18
Effective operational and governance structures 6 16
Member contributions 6 15
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Concept Map
Critical
Potent
Standard
Industry goal
Company goal
41 concepts
81 links
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Most Critical Business Driver - Retention
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Economies of Scale
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Identify Feedback Loops Scenario tests
18 feedback loops exist in this business. This is one
of them.
Use to drive scenario tests
around concepts not immediately
obvious
UK Actuarial Profession Risk Appetite Research
Section 4
30 © 2011 Milliman
Risk Appetite Research
UK Actuarial Profession put out a call for research to provide practical tools for creating a risk appetite framework and emerging risk
Milliman and the Universities of Bath and Bristol Systems Centre delivered a set of tools leveraging complex systems methods
It is hard to align operational risk limits to overall risk appetite as the relationships are many and non-linear
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Why is Risk Appetite Complex?
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Risk Appetite Research
Balance Sheet P&L Reputation
Credit Market Liquidity Insurance Operational
Break down high level risks into more granular perspectives....
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Risk Appetite Research
Risk appetites are linked to a series of operational indicators whose level should
reflect the level of risk being taken
Explicit allowance for factors which relate to multiple risks
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Risk Appetite Research
Bayesian Network used to identify what state the indicators will be in if the risk appetite levels are reached...
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Risk Appetite Research
Same model can be used to estimate the risk level once current level of
indicators observed...
Summary and Discussion
Section 5
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Summary
Studies confirm that modern society and its companies are becoming increasingly complex
The study of complex adaptive systems brings tools to help understand and manage such systems
Using techniques to understand “the system” makes it easier to manage risks
Think “outcomes” not “how”
Frameworks need to be adaptive and able to cope with non-linearity
Don’t forget about the people
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Thank You!
Questions?