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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

Insurance regulators have made the Own Risk and Solvency Assessment (ORSA) into one of the global Insurance Core Principles that need to be adopted in all countries.

By Dave Ingram

Several countries have already adopted an ORSA requirement and in all cases, there is a need for a report to share with the regulator that documents the ORSA process.

The ORSA report itself is an example of risk management disclosure. A company that has no history of disclosure of risk management information may struggle

In my Trusted Advisor program I discuss the concept of wisdom with participants.  We draw out what it means and what it looks like.  I always ensure that simplicity gets onto the whiteboard.  At the end of the day, we all know that when we hear about something new that is very, very simple we are singularly impressed.

For many of us we have created complexity in what we do or deliver for seemingly many good reasons.  Take aircraft for example.  Around a century ago we went from a base structure w

The market size and app richness in the new payments area begs the question, where is this all going? And what should the perfect payment solution of the future look like? In this final part of the blog series I look at issues that should be addressed to fast-forward the way we conduct payments.

1. (Sore) Point of Sale technology
   If merchants are not convinced that new POS solutions will give them an advantage, wider distribution will be hard to achieve. Although some first movers have already starte

To clarify, the question I am asking is twofold.  One relates to the perceptions created for the end client, management and the Board.  The second relates to governance.

Taking the second question first, does having risk and audit report through to one person mean that that person has a conflict of interest? When might this be the case?  Under what circumstances?  Does it depend on the specific arrangements for risk and audit or is it simply better practice to not have them linked?  Are they link