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Good morning...

I am currently looking for a good KRI and Control Monitoring Plan. Does anyone have any samples and methodology that I could utilise for the purposes of my work?

All help will be very much appreciated.

Many thanks, Kind regards, John

In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equipment, work environment and people. The shifting, understood patterns of change are controlled using statistical theory and other quality tools. Controlled not because someone in upper management is atop all the processes and information, but because:

• · Customers and their requirem

In the last year alone, FINRA has disciplined more than 1,000 companies and individual investment advisors with over $34 million in penalties over failure to meet enterprise risk management requirements.

FINRA, the Financial Industry Regulatory Authority, is dedicated to investor protection and market integrity through effective and efficient regulation of the securities industry. A key focus has been due diligence on third parties, which covers warehouses, banks and RIAs.

Specifically, FINRA has

Who Is the Customer?

This is a very central question. The most obvious answer is that the customer is the one who pays. The relevance of this answer is evident, since it identifies who is directly responsible for generating our economic benefits. Therefore, we have to include the buyer as a critical element of our customer base. However, often we shouldn’t stop there, because the customers of our customer, is either as important as, or even more important than, the buyer. We need to relate to tha

Aggregate Metrics need to be supplemented with Granular Metrics

The popular wisdom today is that the success of a business can be managed by focusing on several key top-line variables. While these averages are helpful, our research has shown that the true performance drivers can only be identified by de-averaged granular metrics. The challenge then is to isolate these detailed metrics, measure the concentrations of cost, revenue and profitability, and learn how to harness these underlying perform

Wealth management is increasingly seen as a profitable new arena for non-wealth firms. While technology companies are the obvious candidates to branch into the wealth management space, media companies that are known for their print journalism are showing signs of taking the lead. Will print journalism, seen by many as a rapidly declining industry, sustain the move into wealth and gain the status of a regulated advisor?

Both technology and print journalism have loyal customer bases and strong bran

Risk management has been transformed beyond recognition in the past few years. The regulatory wave unleashed by the 2008 financial crisis has created a need for a new layer of operations for implementations of these legal requirements. Most banks are already improving their operations by throwing teams at the ‘deep end’ of run-the-bank and change-the-bank functions. I believe they should be diving deeper.

The increased consumption of budgets for regulatory projects demonstrates that operations co

How to Really Link Strategy with Execution

Most companies implicitly execute as if they were pursuing a Best Product commodity strategy. No degree of competent execution can save them from this never-ending treadmill. The core processes of the company need to be aligned to the chosen strategy in order to make progress against their strategic agenda and avoid a commodity-like outcome. The Delta Model identifies the core processes of the business and provides a guide for how they need to function d

The key elements of The Delta Model include:

 A New Set of Strategic Positionings

Three distinct positions can all lead to outperforming your industry over the long term:

The System Lock-In and Total Customer Solutions options offer new ways to compete that deviate substantially from conventional "be

Enrique R. Suarez

Master of Education & International Development

Harvard University

Business Strategy & Management Consultant/Professor

Harvard Innovation Lab Entrepreneurial Student Advisor

www.wix.com/suarezenrique/delta - suarezenrique@yahoo.com

"“PUTTING CUSTOMERS BEFORE PRODUCTS”

The Delta Model is a new organizing framework that was developed by Dean Wilde and Arnoldo Hax of the MIT/Sloan School of Management, to help managers in the articulation and implementation of effective corporate and bu

In the 2014 CCAR results, the Federal Reserve rejected the plans of five of the 30 participating bank holding companies participating. The Comprehensive Capital Analysis and Review (CCAR) is an annual exercise by the Federal Reserve to assess capital sufficiency of the largest bank holding companies operating in the United States. The process evaluates whether the institutions have sufficient capital to continue operations throughout times of economic and financial stress and determine whether t

Operational Risk professionals are facing increasing pressures within the industry for better management, best practices and safeguards to be implemented throughout an institution. Since the financial crisis of 2007/8 Operational Risk (Op Risk) professionals have been in the spotlight, after the lack of proper management was attributed as a main driving force towards the crisis. Managers are facing an uphill battle against emerging risks evolving with the new technological world, while implement

Yesterday I had the great pleasure of listening to a wonderfully engaging presentation by Alisa Camplin who won the gold medal in aerial skiing at the 2002 Salt Lake City Winter Olympics.  Her story of hard work, heartbreak and of course victory was compelling enough, however, when she said that she used Risk Management to get her across the line, you bet my senses became hyper-sensitive.

Alisa is a long-term IBM employee and now manager of hundreds of staff.  During her quest for gold she was at

The Basel Committee on Banking Supervision has circulated a consultative document on corporate governance principles for banks in October 2014, issued for comments by 9th January 2015. This is an enhanced version of earlier paper issued in 2010 in response to credit crisis.

The main objective of corporate governance to enhance long-term shareholders’ value through right oversight mechanism. However, the implementation of corporate governance has always been a challenge, considering the opacity an

...for the turkey, that is!

Happy Thanksgiving from the LogicManager Team.

Credit due to Gary Larson's The Far Side.

One of my business mentors, Matt Church, brought this paper from the University of Phoenix Research Institute to my attention recently.  It makes a case for the following ten skills as the ones to develop and/or keep on top of: 


1. Sense-making 
2. Social intelligence 
3. Novel & adaptive thinking 
4. Cross-cultural competency 
5. Computational thinking 
6. New-media literacy 
7. Transdisciplinarity 
8. Design mindset 
9. Cognitive load management 
10. Virtual collaboration 

While for me cognitive load man

Online media outlet TechTarget recently visited the 2014 Advanced Cyber Security Center (ACSC) conference right in our hometown of Boston, MA. Their findings? A successful cybersecurity risk management framework must be built around “Coordination. Cooperation. Collaboration.”

"You are not going to eliminate the risk of attacks, you are going to manage the risk," said Michael Chertoff, former secretary of the U.S. Department of Homeland Security. Chertoff directed organizations to focus on threat

The 20th annual RISK USA Conference organized by Risk Magazine in New York on October 20-23, 2014 showcased the latest developments in risk management, best practices and critical issues impacting the financial industry. 

The Conference keynote speakers included among others Ben Golub, CRO, Blackrock; Carlo di Florio, CRO FINRA; Stuart Lewis, Group CRO Deutsche Bank. The focus was on critical issues in four areas: Enterprise Risk Management, Derivatives Trading, Portfolio and Investment Risk an

[Author's Note: The field of enterprise risk management is growing rapidly. Our new series, brought to you by the LogicManager Analyst Team, will keep you up to date on the latest news and developments in ERM.]

Many business cases for enterprise risk management programs begin with what senior management can expect in terms of return on investment (ROI). Until recently, this argument proved to be a challenging one to make due to the lack of tangible research on the subject.  

This year, an independ

Last month I mentioned a recent webinar I ran on Risk Appetite in which I pointed out that an articulated risk appetite statement is only the beginning.  You need managers to operationalise it so that staff can live it.

One part of operationalising risk appetite is through communication to staff.  Another part is through implementing a regime of risk tolerance monitoring.  In plain language that means: monitoring processes and systems to see if they are operating as they were designed to.  

There