Nos derniers articles

All strategic and operational decisions should consider risk-adjusted earnings value, as all management inherently involves risk management. Effective risk management requires skilled personnel and a robust system to analyze, monitor, and manage risks, focusing on seven key areas: decision-oriented risk management, value-oriented corporate management, risk quantification (including economic, geopolitical, and sustainability risks), and risk aggregation using Monte Carlo simulations. A strong corporate strategy ensures financial sustainability and manageable earnings risks, while embedded risk management enables employees to address risks. These areas, underexplored in literature, warrant further attention, particularly risk aggregation through simulation methods.

"We use the recently failed #svb as a case study. Our [#machinelearning #textanalysis] findings indicate a weaker emphasis on #riskgovernance by SVB and an environment, particularly after 2011, where the #ceo became more dominant in influencing SVB’s #riskculture. We also show that despite recognition of the portfolio problems, SVB’s CEO’s tone indicated that #regulatorycompliance and #riskstrategy of the #bank would #mitigate these #risks. We observe an alignment between the #riskculture of SVB and other banks with the highest uninsured deposits as well as with two #us #gsibs."

Outsiders in #bank#boards improve #riskgovernance (decrease #risktaking, increase #riskmonitoring) for #regulatory#riskmeasures but worsen risk governance for economic risk measures.

"The article addresses challenges for adequate risk regulation that arise primarily from the specific type of risks involved, i.e. risks to the protection of fundamental rights and fundamental societal values. They result mainly from the normative ambiguity of the fundamental rights and societal values in interpreting, specifying or operationalising them for risk assessments."