Developing a risk management culture
Risk Management is an opportunity, not just a safety net. While many envision risk management as a group perpetually bracing for disaster, this perspective limits the true potential of risk teams. After decades in the field, I’ve seen first hand how risk management drives growth, innovation, and organisational success.
Over the years, risk management has evolved from a defensive mechanism to a strategic cornerstone of organisational success. Modern risk professionals not only mitigate threats but also identify and leverage growth opportunities, ensuring both innovation and sustainability.
Effective risk management is not just about mitigating threats; it’s also about seizing opportunities. By understanding and managing risks effectively, we can make informed decisions that enable us to capitalise on emerging opportunities. For instance, by conducting thorough risk assessments, we can identify areas where we can expand our offerings or enter new markets with calculated risks. Additionally, a robust risk management framework instils confidence among stakeholders, including investors and clients, which can open doors to new business relationships and partnerships.
To harness the full potential of risk management, it must be woven into the organisational fabric. This integration ensures that every department—from finance to IT—collaborates in identifying, assessing, and managing risks, leading to more informed decision-making and resource optimisation.
When risk is treated as a standalone function rather than an integral part of decision-making processes, it often fails to address emerging risks effectively. Effective risk management relies on the collaboration of various departments, including finance, operations, IT, and others. Each
department offers unique insights and expertise that contribute to a comprehensive risk management strategy.
Finance will identify risks such as market volatility, credit risk, and liquidity issues. It will also provide insights into financial implications and help quantify potential impacts. Operations can address risks including process failures and compliance issues and will ensure that day-to-day activities align with risk management strategies. IT manages technological risks such as cybersecurity threats, data breaches, and system failures, whilst ensuring the integrity and security of information systems. By working together, these departments can create a more robust risk management framework that considers a wide range of risk factors and interdependencies.
Developing a risk-aware culture requires commitment from senior management to prioritise and promote risk management throughout the organisation. A key step is investment in training. Providing ongoing training for employees at all levels ensures that everyone understands their role and is equipped with the necessary skills and knowledge.
Providing clear lines of communication for reporting and discussing risks is also imperative. By encouraging employees to share their insights and concerns without fear of repercussions, will help risk become second nature within the company culture. Senior management must lead by example, demonstrating a commitment to risk management and actively participating in risk-related activities. Their support is crucial in fostering a culture that values risk management.
To track the effectiveness of an integrated risk management approach, the organisation should implement metrics and KPIs that measure various aspects of risk management. These should be tied to risk identification, mitigation, incident response, training and awareness and audit and compliance. By regularly monitoring these metrics, the organisation can assess the effectiveness of its risk management efforts, identify areas for improvement, and ensure that risk management practices are continuously evolving to meet new challenges.
By embedding risk management into every facet of the organisation, fostering cross-functional collaboration, and supporting these efforts with strong leadership, training, and clear communication, we can build a resilient and proactive organisation. Implementing metrics and KPIs ensures we remain vigilant and adaptable, securing long-term success and stability.
BusinessNow Article.
Glen Smith is BNF Bank plc’s Chief Risk Officer.
