risk management: critical success factors m. jayadev indian institute of management, lucknow 28 th...
TRANSCRIPT
Risk Management: Critical Success Factors
M. JayadevIndian Institute of Management, Lucknow
28th November [email protected]
7th Bank Educationists’ Conference 2005, November 28th and 29th
Risk Management: Conventional thinking
Risk management is perceived as a cost center whose primary purpose is the reduction of financial risks that are seen to be undesirable virtually ‘a priori’. It is viewed as a necessary evil
Risk Management: Modern approach
Banks leverage their internal risk management processes into potentially significant efficiency gains and new product development opportunities. Risk is a vital component of business and critical source of innovation and growth
Risk Controllers
Efficiency Enhancers
Risk Transformers
Effectiveness of Internal Risk Management Processes: Three Business Models
Classical Risk Controllers
Risk management as a cost center
More focused on minimising the gaps between actual risk exposures and target risk exposures (examples: gap reports, exposure norms)
These firms significantly emphasis on VaR policy measures, hedge ratios, collateral management etc..Third party services on risk management and risk transformation products, and services often meet the risk management needs.Suppliers of risk transformation solutions are swap dealers, clearing houses, exchanges, derivative instruments etc..Significant amount is spend on consulting services and on consulting firms.
Efficiency Enhancers
Focus on strategy of risk management rather than on tactical implementation issues.
Use of risk control tools not just for classical risk control but rather to operate their businesses more effectively.
Paramount importance on strategic consulting services rather than pre-canned software solutions and over used policy and procedure templates.
Risk management: Critical Success Factors
Corporate Governance
Line Management
Product Management
Customer Management
Knowledge Management
Corporate Governance
Risk appetite and policy
Organisational Structure
Risk culture and corporate values
Corporate Governance
Sound internal risk management process requires independence of risk management decisions from risk taking activities to preserve the integrity of the risk management processes.
Governance characterizes the relation between that internal risk management process and new business opportunities.
Incorporate economic value, risk adjusted returns and expected losses in the performance metrics.
Better information about economic profit and incentives built around economic profit are expected to lead to value adding behaviour.
Key success factors for a sound governance process include:
a) independence between risk-taking and risk controlling areas of the firm;
b) clear determinations of risk tolerances by senior managers, and directors;
c) regular outside reviews of the process
Role of Senior Management
To coordinate the risk management process in a way that limits risk while eliminating duplication of hedging, controls and costs
To design incentive system that encourages line managers to carry out the corporations’ risk management goals
Line Management
In commercial banking risk management is a multilayered process, with each manger down the chain partly responsible for his/her portfolio of assets or risks, and senior management overseeing the process from the top.
Line Management: Key challenges
Conflict resolution between line and staff
Incentive alignment
Introduction of non-financial risk measurement
Product Management
Risk transformation products (including trading and clearing products)
Advisory services: Includes consulting services provided concerning any aspect of a risk management process, as well as transaction structuring advisory services
Decision support systems; which have wider applications to the risk management process.
Product design: Assessing the risk profile of the customer and his willingness to pay for that risk profile. This is essentially risk-based pricing.
Customer Management
Exploring the opportunities for economies of scope and riding on the informational advantage through multi product dealings with customers.
Balanced alignment of corporate strategy, operations and culture
To whom do we sell risk management products and services?
What specific risk management products and services do we sell?
With whom do we compete?
How do we win?
Leverage the internal risk management processes to an external set of products and services. For this shift, banks have to organize itself for success, drive attitudes and behaviors within the firm to organize itself for success, drive attitudes and behaviors with in the firm toward a new strategic customer-centric vision, and fill any critical skill gaps.
Operational excellence of the risk management process is probably the key ingredient to sound customer management
Knowledge Management
Organisational learning involves joint contributions of individuals towards organisational problems.
The ability to learn depends on experience, ability, and, actions of individuals
It is not alone metrics and data are important, but the quality of dialogue between the top management and managers around risk variables. Value from risk management system is generated out of this dialogue.People at all levels should understand interactions among the business units
Dialogue among various parts of organization is essential and it is part of organizational reengineering.
Content
Which knowledge is relevant for strategy and ongoing operations.The goal of knowledge management is to determine critical knowledge requirements for achieving strategic goals and improving operational efficiency.How the models are being applied and the lessons learned by line offices while using the models.
Process
Defining and redefining objectives
Creating and updating knowledge
Storing and disseminating knowledge
Assign tasks and responsibilities of knowledge management
Define new roles like, knowledge sponsor, knowledge integrator or steward, knowledge base architect, and knowledge base administrator
Culture
Corporate culture should support the creation and exchange of knowledge
Knowledge management must ingrain into the culture of the firm that risk is vital for business, innovation, and growth and risk management is a source of opportunity as well as a means of maintaining the required internal controls.
Infrastructure
Define the requirements for IT infrastructure
Integration of knowledge management tools in to IT infrastructure
Board-Approved Policies and Procedures, and Business Goals
Governance
Communication Between Risk Management and Business Lines
Knowledge Management
Enhance Customers Relationship Management & Communication
Customer Management
Product Management
New Product Financings to Exploit Internal Comparative Advantages
Control Risk
Oversee, Audit Tune, and
Realign Identify Risks and
Determine Tolerances
Measure Risks
Monitor and Report Risks
Efficiency Enhancers
Risk Controllers Risk TransformersThe Risk Culture of a Firm
Business ProcessesExamples of Outcomes
Source: The Risk Management Process, Christopher L Culp page 224
References
Christopher L Culp, The Risk Management Process: Business Strategy and Tactics, John Wiley and Sons, 2001.James Lam, Enterprise Risk Management: From Incentives to Controls, John Wiley and Sons Inc, 2003George Dallas (ed), Governance and Risk, McGraw Hill,2004.