First they need to have a product or service that people will buy. They need revenues.
Second they need to have the ability to provide that product or service at a cost less than what their customers will pay. They needprofits.
Once they have revenues and profits, their business is a valuable asset. So third, they need to have a system to avoid losing that assetbecause of unforeseen adverse experience. They need risk management.
So Risk Management is the third most important need of a firm.
And ther
For many risk managers, the recent financial meltdown has left them questioning the veryessence of risk modeling, used by many since the 1990s to measure their firm’sfinancial risk. Investment firms have traditionally relied on fantasticallycomplex mathematical models for measuring the associated risk in their variousportfolios, primarily to reassure investors that all is well. However, theworldwide events of the past 18 months have, arguably, left the reputation of riskmodeling in tatters. Here
Most of Europe's biggest banks comfortably passed the Committeeof European Banking Supervisors’ recentstress tests and the sector has breathed a visible sigh of relief. However,plenty of uncertainty remains over banks that either squeaked by with justenough capital or passed but did not fully disclose the data that went intotheir calculations. The spectre of counterparty risk, last seen in dramaticform in the wake of the Lehman collapse, is not far from regulators’ andinvestors’ minds amid the c
Shadow chancellor Alistair Darling has described how RBS was "a couple of hours" from collapse at the peak of the financial crisis. Speaking to Today presenter James Naughtie, he described a "frenzied conversation" with a senior RBS executive, asking him "what are you going to do?"
"Happily we did have a plan, and we stopped the bank from closing," he said.
Written by Xavier Bellouard, founder at Quartet FS |
Monday, 16 August 2010 |
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Most of Europe's biggest banks comfortably passed the Committee of European Banking Supervisors’ recent stress tests and the sector has breathed a visible sigh of relief. However, plenty of uncertainty remains over banks that either squeaked by with just enough capital or passed but did not fully disclose the data that went into their calculations. |
Many companies navigate the routine complexity of business with adequate or acceptable managem
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ent, however it is the truly stellar company/s that excel not only on a routine basis but especially in times of crisis. It is select skills, experience and traits that are able to applied during times of critical decision-making that separate them from the herd. Specific skills and attributes are not something that can be learnt in the minutes and seconds required in order to apply to a criti
Bad weather or even natural calamities do not affect every city in the world nor every resident of the affected area. Accidents, an inevitable part of some environments, do not affect all your people or totally devalue all your assets. Terrorist do not consider everyone a viable target nor are their actions likely to impact everyone over the course of their lives. The facts remain that only a small percentage of events or incidents resulting in loss of value or productivity will affect your busi
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