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Technology,
Talent&
Integration
To keep pace in a decade of disruption, banking industry
respondents in the Accenture 2017 Global Risk Management
Study are investing in technology, integration and talent
to drive value from their risk functions.
TOP CHALLENGES IMPACTING
RISK FUNCTION EFFECTIVENESS
increasing demand
from multiple
regulators in
multiple jurisdictions
lack of budget to
make necessary
investments
shortage of skills in
new and emerging
technologies
shortage of core
risk management
talent and skills
increased velocity,
variety and
volume of data
say they need to
upgrade their systems
and capabilities
to provide more
transparent reporting
to regulators
Innovation is everywhere, and the risk function is evolving. Some banks are making bolder moves
to embrace smart technologies.
HOW ARE BANKS
RESPONDING?
1.Harnessingsmarttechnology
are highly
proficient
are using
RPA*
are highly
proficient
in AI**,
and another
use it but
not to its
full potential
are using cloud—
but just
* Robotic Process Automation ** Artificial Intelligence
RAISE YOUR RISK GAME
The Accenture 2017 Global Risk Management Study is based on a telephone survey (computer-assisted telephone
interviewing, CATI) conducted by Longitude Research from January to February 2017. This banking infographic
presents the views of 159 senior banking industry executives from the retail and commercial banking sectors.
The study has been produced every two years since 2009.
For more information on the study, visit: www.accenture.com/riskstudy2017
www.accenture.com/RiskStudyBanking
Copyright © 2017 Accenture All rights reserved.
Download the full report to see the whole picture—and discover six steps
you can take now to drive more value from your risk function.
AbouttheGlobalRiskManagementStudy
Source: Accenture 2017 Global Risk Management Study, Banking respondents
Key skill priorities
in the year ahead
Teams must keep evolving But progress is underway
How are smart technologies and new processes changing the balance of skills across risk teams?
2.Risingtomeetcoordinationchallenges
data management agree that
a shortage
of core risk
management
skills impedes
the risk function
understanding emerging
technology risks,
including cyber risk
advanced
mathematical and
statistical knowledge
report that risk analytics
are integrated with
strategic planning
and decision-making
How are banking risk functions balancing centralization and decentralization? And integration with
other parts of the business?
In the next two years:
3.Buildingnewlayersoftalent
report
duplication
of effort in risk
management
across
business lines
struggle
to balance
local and
enterprise-
wide risk
priorities
use cloud
to address
cost pressures
to a great
extent
use machine
learning to
address risk
cost pressures
to a great
extent
say lack of
integration
with other
business
functions
impedes
risk function
effectiveness
say organization-wide
risk processes
don’t capture local
market nuances
expect risk
management
activities to be
more centralized
across all business
lines, up from
expect risk
coordination
to be more
centralized,
up from
expect finance and risk
leaders will have a close
working relationship including
joint input into corporate
strategy and enterprise risk
management steering, up from
understanding
key sector trends
(e.g. shift to digital
business models)
say risk analytics
are fully integrated
into everyday
operations
can accurately
report the
real status
of cyber risk
to the board
also agree there
is a lack of skills
needed for new
and emerging
technologies
say their teams
are effective
or very effective
at understanding
emerging
technology risks
currently currently currently
THETRIPLE
POWERPLAY
2017 GLOBAL RISK STUDY:
BANKING KEY TRENDS

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Accenture 2017 Global Risk Study: Banking Key Trends Infographic

  • 1. Technology, Talent& Integration To keep pace in a decade of disruption, banking industry respondents in the Accenture 2017 Global Risk Management Study are investing in technology, integration and talent to drive value from their risk functions. TOP CHALLENGES IMPACTING RISK FUNCTION EFFECTIVENESS increasing demand from multiple regulators in multiple jurisdictions lack of budget to make necessary investments shortage of skills in new and emerging technologies shortage of core risk management talent and skills increased velocity, variety and volume of data say they need to upgrade their systems and capabilities to provide more transparent reporting to regulators Innovation is everywhere, and the risk function is evolving. Some banks are making bolder moves to embrace smart technologies. HOW ARE BANKS RESPONDING? 1.Harnessingsmarttechnology are highly proficient are using RPA* are highly proficient in AI**, and another use it but not to its full potential are using cloud— but just * Robotic Process Automation ** Artificial Intelligence RAISE YOUR RISK GAME The Accenture 2017 Global Risk Management Study is based on a telephone survey (computer-assisted telephone interviewing, CATI) conducted by Longitude Research from January to February 2017. This banking infographic presents the views of 159 senior banking industry executives from the retail and commercial banking sectors. The study has been produced every two years since 2009. For more information on the study, visit: www.accenture.com/riskstudy2017 www.accenture.com/RiskStudyBanking Copyright © 2017 Accenture All rights reserved. Download the full report to see the whole picture—and discover six steps you can take now to drive more value from your risk function. AbouttheGlobalRiskManagementStudy Source: Accenture 2017 Global Risk Management Study, Banking respondents Key skill priorities in the year ahead Teams must keep evolving But progress is underway How are smart technologies and new processes changing the balance of skills across risk teams? 2.Risingtomeetcoordinationchallenges data management agree that a shortage of core risk management skills impedes the risk function understanding emerging technology risks, including cyber risk advanced mathematical and statistical knowledge report that risk analytics are integrated with strategic planning and decision-making How are banking risk functions balancing centralization and decentralization? And integration with other parts of the business? In the next two years: 3.Buildingnewlayersoftalent report duplication of effort in risk management across business lines struggle to balance local and enterprise- wide risk priorities use cloud to address cost pressures to a great extent use machine learning to address risk cost pressures to a great extent say lack of integration with other business functions impedes risk function effectiveness say organization-wide risk processes don’t capture local market nuances expect risk management activities to be more centralized across all business lines, up from expect risk coordination to be more centralized, up from expect finance and risk leaders will have a close working relationship including joint input into corporate strategy and enterprise risk management steering, up from understanding key sector trends (e.g. shift to digital business models) say risk analytics are fully integrated into everyday operations can accurately report the real status of cyber risk to the board also agree there is a lack of skills needed for new and emerging technologies say their teams are effective or very effective at understanding emerging technology risks currently currently currently THETRIPLE POWERPLAY 2017 GLOBAL RISK STUDY: BANKING KEY TRENDS