Grant Thornton’s Financial Services and Risk Advisory practices provide insights and solutions to today’s challenges. Our presence at GARP will focus on the risk management function of the future. Hear from our subject matter experts on future risk management priorities, needs, and direction.
For additional information and details on our risk advisory and financial services risk management offerings, please contact:
National Managing Principal, Risk Advisory Services
T +1 703 847 7580
Tuesday, March 7
4:30 – 5:20 p.m.
Track D: The Risk Management Function of the Future: A New Direction?
Jose will focus on the results, insights and analysis from a recent industry survey linking risk value and strategic metrification. He will also provide insights on the evolving models and how to optimize efficiency and business value.
Wednesday, March 8
1:10 – 4:50 p.m.
Track A: Advanced Computing, Data Science and Analytics
Vishal will serve as the track chair for the afternoon track sessions. Sessions include Being AI Ready: Risks in a Strategic Innovation, Transforming Risk Oversight Using Advanced Analytics, Cybersecurity and IT Risks: Psychology of a Threat Actor and Anti-bribery and Corruption (and other crimes).
Risk management function of the future
Optimizing the risk management function
The risk management function of the future — Banks have been required to build new risk management capabilities on a fast track, often in response to supervisory findings. There are opportunities in nearly all organizations to become more efficient and obtain additional investment value. [Download the PDF]
Role of the risk management function of the future — What is the role of the risk management function of the future? How does this help drive value creation for a financial institution? [View the video]
Related industry and service line offerings
An industrial approach to risk and control self-assessments — The risk and control self-assessment process is used annually by many financial institutions to comply with Basel and U.S. regulatory requirements calling for a recurring firmwide self-analysis of operational and compliance risks. Typical challenges include a lack of cohesiveness and consistency across the enterprise’ inefficiencies, duplication of effort and over testing of control effectiveness; a lack of accountability; and a lack of connection to other risk management process. Thus, there is an opportunity to gain much more insight by taking a more robust approach. [Download the PDF]
Optimizing the risk management infrastructure — Best practices and approaches are shared on how to optimize a financial institution’s risk management infrastructure [View the video]
Managing reputation risk — Reputational risk is often a result of questionable judgement, operational shortcomings or bad conduct. Risk mitigation involves addressing the underlying problem and also addressing the reputational consequences. [Download the PDF]
Taking the road to advanced approaches and heightened standards in risk management — Over the past three decades, as information systems and databases have developed and matured, there has been an ever-increasing expectation among regulators, investors, rating agencies and other stakeholders that risk management analytics advance as well. Although the most exacting requirements apply to the largest banks, institutions of all sizes are required to build new analytical risk management capabilities of unprecedented sophistication. [Download the PDF]
• Model risk management
• Banking advisory services
• Financial services industry
• Business risk advisory
Data management and data analytics
Comprehensive Capital Adequacy Review (CCAR) / Dodd-Frank Act Stress Testing (DFAST)
Data management services (Data aggregation and reporting) — A robust data management function is critical to any financial institution’s ability to compete in an information-based world while complying with complex regulations. There are 13 overarching principles that together describe everything that would be required for an end-to-end system from data sourcing and technology to supervisory review. [Download the PDF]
Data management integration — A risk management culture focused on the integration of data management techniques will help a financial institution optimize decision making and increase linkages among departments within the institution. [View the video]
Data analytics services — The ability of an institution to make decisions based on information and insights obtained from data analysis is now an essential business competency. Leading institutions are incorporating data analytics at the enterprise level to increase effectiveness of decision-making that can yield significant financial returns. [Download the PDF]
Keys to extract value from the data analytics life cycle — There is a tremendous opportunity to obtain insights from all activities that make up the analytics life cycle. Value is not limited to the end results produced from data analyses. In financial services, regulatory mandates driving transparency and financial objectives requiring accurate understanding of customer needs have heightened the importance of data analytics to unprecedented levels. [Download the PDF]
Comprehensive Capital Adequacy Review (CCAR) / Dodd-Frank Act Stress Testing (DFAST): Incorporating stress testing into everyday banking operations and strategic planning processes — Banks are integrating elements of regulatory stress testing into everyday business processes and strategic planning exercises, and optimizing enterprise risk management in the process.[Download the PDF]
CCAR/DFAST Regulatory Compliance Journey — What does enterprise wide stress testing mean for a financial institution? What are the impacts and implications to a financial institution? [View the video]