Andrew Smart

Posted on March 18, 2016 by

Is it time to kill the Three Lines of Defence model?

In the last 12-18 months, in the lead up to the introduction of the Senior Managers and Certification Regime one of the most talked about topics has been individual accountability. Creating clarity of accountabilities is critical for the success of any organisation. In light of the SMR and an industry-wide focus on individual accountability, I Read More

Posted on June 24, 2015 by

UK Regulatory environment toughest – Does it matter?

Recently major firms in the UK financial services industry have been increasingly vocal about the impact of regulation on the competitiveness of their firms and the UK industry in general. This has only increased further with the announcements around the Senior Managers Regime (SMR) and implications for bonus clawbacks and potential criminal prosecution if their Read More

Posted on June 2, 2015 by

What is the business value of strategy execution?

Recently, I posted the following in the RBPM Group. If you have insights you wish to share, please add a comment here or join the conversation on LinkedIn. Can anyone answer the question “What is the value of strategy execution?” in tangible terms i.e what is the bottom line impact of strategic execution? What real, Read More

Posted on June 2, 2015 by

What is the business value of risk management?

Recently, I posted the following in the RBPM LinkedIn Group. If you have insights you wish to share, please add a comment below or join the conversation on LinkedIn. Can anyone answer the question “What is the value of risk management?” in tangible terms i.e. what is the bottom line impact of risk management, specifically Read More

Posted on May 13, 2015 by

Reflecting on the Kevin Pietersen situation

So, Kevin Pietersen is not wanted by English Cricket – remarkable. Leaving aside the cricketing merits of Pietersen, I wonder how many firms out there would make the same decision and, if so, what that tells us about the value of the ‘right culture’. One of the disciplines within the Risk-Based Performance Management methodology is Read More

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Posted on May 22, 2014 by

Risk Appetite establishes clear boundaries

By defining a clear statement of risk appetite, the board and executive can establish clear boundaries within which the organization can execute the strategy and manage risk. It also provides the foundation for cascading the strategy and risk management disciplines through the organization, thus shaping the organization culture. Read more in the Risk-Based Performance Management Read More

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Posted on May 16, 2014 by

Commercial banks may be less vulnerable today to credit or economic shocks…

There is growing recognition that the dispersion of credit risk by banks to a broader and more diverse group of investors, rather than warehousing such risk on their balance sheets, has helped make the banking and overall financial system more resilient. The improved resilience may be seen in fewer bank failures and more consistent credit Read More

missedtheboat
Posted on September 8, 2013 by

We have risk management so how did we miss the event coming?

Dear Reader, It is the weekend and I have just left a risk-related discussion with a non-risk management professional (but an experienced military and business man). He showed me a local council’s risk register (he is a councillor) which was quite a ‘standard’ risk register with risks scored using a RAG approach. His question (or Read More

Posted on September 4, 2013 by

What is wrong with the Art of Strategy Execution

Dear Reader, In 1999 a Fortune magazine cover story, “Corporate Strategists under fire”, (Fortune 27 December 1982, p38), included the statement “In the  majority of cases, we estimate 70%, the real problem isn’t bad strategy, but bad execution.” This statement, along with many similar ones have graced the opening slide of many a consultant’s sales Read More

Posted on August 25, 2013 by

Is Culture the Ultimate Strategy and Risk Management Tool

Dear Reader, In the soon to be released, Risk-Based Performance Management book, we make the statement that culture is perhaps the ultimate strategy and risk management tool: if you get the culture right, then your objectives will more likely be achieved and risk managed. Get the culture wrong and failure will be just about inevitable. Read More

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