Aligning risk and the pursuit of shareholder value
A roadmap for value creation
Organisations are revisiting their business models with a view to improving operational effectiveness, becoming more customer centric, while searching for potential synergies to reduce waste and increase returns. Against this backdrop, many organisations are also critically assessing their risk management capabilities and challenging chief risk officers (CROs) to step back and analytically review the value and cost base of their risk management functions. Experience shows that ad hoc or piecemeal responses to regulatory changes and shareholder demands may not provide an optimal return.
Risk management requires raising the bar for monitoring, reporting, and mitigating risks, to satisfy shareholders, regulators and financiers who scrutinise the conduct of the business.
There is an opportunity for CROs to strengthen not only the management of risk, but the management of capital and operations. This whitepaper presents the business case for achieving risk transformation and the need for an integrated approach to risk management, in the pursuit of shareholder value. It also covers the issues that executives and boards should consider addressing.
- Key questions and considerations integrated risk management approach needs to answer
- How the business case for risk transformation addresses key drivers, such as scarcity of capital, liquidity and funding, and increased cost and regulatory pressure in the context of legacy infrastructure
- How risk transformation enables the pursuit of shareholder value and organisational alignment
- The four cornerstones of risk transformation: strategy, governance and culture, business and operating models, data, analytics and technology.