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Published ArticlesFollow the links below for articles from Chase Cooper's expert consultants... |
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| Operational Risk: The Convenient Untruth
Op risk professionals must revisit their attitude to qualitative data. John Kiddy, CEO of Chase Cooper, says we must stop thinking of it as ‘just’ qualitative data and view it as a precious source of intellectual capital... |
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| Driving shareholder value using Six Sigma
Six Sigma is in essence a structured methodology to systematically improve processes by eliminating defects. The ideas and practices came out of manufacturing in the mid-1980s and have been reported as having generated many billions of dollars in shareholder value... |
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| An Introduction to Operational Risk
Regulators first started talking about “other risks” in the 1990s after events such as Barings, BCCI and Sumitomo highlighted the fact that financial securities institutions are subjected to risks other than market risk and credit risk... |
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| Operational Risk (2): Governance
Good risk governance is required by the FSA through its Principles for Business (Principle 3). The European Union, through its draft of the Capital Requirements Directive also requires robust governance arrangements in relation to risk management... |
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| Operational Risk (3): Risk & Control Assessments
Operational risk and control assessments are often the first process that a firm uses to conduct operational risk management. Frequently the assessment is carried out without an operational risk management framework in place... |
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| Business Continuity Management (1): Policy and Governance
Business Continuity Management (BCM) has evolved out of the disaster recovery arrangements that organisations put in place as they became ever more dependent on their system infrastructure... |
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| Business Continuity Management (2): Business Impact Analysis
Before you can start to decide what the business continuity arrangements should be for an organisation, it is necessary to have a good understanding of the key elements of the business... |
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| Business Continuity Management (3): Threat and Risk Assessment
This article looks at what you are protecting your organisation against; those incidents that are serious enough to completely stop your organisation from functioning, usually referred to as Business Continuity Incidents... |
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| Business Continuity Management (4): Strategy and Planning
This article looks at the design and planning of the organisation’s response to each type of Business Continuity Incident... |
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| Business Continuity Management (5): Testing & Exercising
The best plans in the world are of limited use until they have been thoroughly tested or 'exercised'. Analysing the results of exercising identifies what parts of the plan work and where further work is required... |
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| Business Continuity Management (6): Preparation against Specific Threats
The list of threats that organisations consider to be Business Continuity incidents needs to be continually reviewed and from time to time a new threat will emerge... |
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| Business Continuity Management (7): Crisis Management Planning and Training
Crisis Management has usually been defined as the role that senior management have during a Business Continuity Incident. Crisis Management is usually carried out by a Crisis Management Team (CMT)... |
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| How much did the risk management calamity really cost SocGen shareholders?
On the 24th January, Societe Generale announced to the market an exceptional loss of €6,900,000,000, comprising losses attributable to unauthorised equity derivative trading and to write-downs on the sub-prime portfolio... |
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| Global Consumer Initiatives: Will Basel II work for consumers?
After more than 5 years of discussion with the global banking industry, the Basel Committee on Banking Supervision issued its Revised Framework for the International Convergence of Capital Measurement and Capital Standards last year... |
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© Chase Cooper 2008 |