Insular is easy. Most in-house teams are siloed. Most management consulting offerings are narrow and impractical.
Insular risk management leads to catastrophic consequences for an organisation, its consumers, and the wider economy.
With uncertainty here to stay, you can’t afford a tunnel vision view of your organisational risk. You need a global team of ex-industry practitioners who practice what they preach and don't sit in siloed risk types themselves. A team who brings global best practice with an eye to regional differences so you're always at your best. And a team who think one step ahead and to ensure you’re not only covering your existing blind spots but preparing for new ones.
Partnering with Baringa, you can navigate the future with confidence.
Our Insights
Four steps to comply with the updated BCBS239 regulations
Banks have spent millions on BCBS239 compliance, but they aren’t yet in the clear. In case you missed it, the ECB recently published new guidance that updates the decade-old regulation. Here are the four actions that we recommend firms take to meet the latest BCBS239 rules.
Read moreThe refinancing cliff: what it is, how it affects you, and how to survive it
The world is facing a “refinancing cliff”, with businesses paying billions of additional dollars per year due to the effect of higher interest rates. But few of the senior execs charged with coordinating their firms’ responses have professional experience of such a macroeconomic environment.
Read moreHow lenders can scale the refinancing cliff
We surveyed 500 CFOs, financial directors, and senior treasurers in the US and UK to uncover how prepared businesses are to scale the refinancing cliff.
Read moreSteering your risk management in the right direction
What can financial organisations do to steer a safe course through a complex, fast-moving risk landscape? It all starts with a resilient risk framework.
Read moreStaying the course: strategies for managing intra-day liquidity
We take a deeper look at how organisation can apply Formula 1 strategies to manage their intra-day liquidity needs more effectively.
Read moreFour steps to building a firmer risk framework
What steps does an organisation need to take to evolve its risk framework? We share four key areas to focus on to build a firmer risk management framework.
Read moreAdd a little "Red Bull" to your risk management
What parallels can be drawn between financial services and Formula 1? We look at how firms can apply Formula 1 thinking to their risk management strategy.
Read moreThe importance of culture for risk management
When we ask Chief Risk Officers (CROs) what they are worried about, they usually mention specifics like geopolitical risk, credit risk, and cybersecurity risk. But their biggest blind spot is often the most important factor that influences how these risks are managed: culture.
Read moreWhy organisational culture could be your biggest risk management blind spot
To survive and thrive in a constantly shifting risk landscape, financial institutions need to build a risk culture that is comprehensive, integrated and agile.
Read moreModernising your 3LOD and risk culture
Financial services' risk functions can’t continue to rely on the same old strategies and solutions. Here are three key questions FS firms should ask to make sure their organisational culture is prepared to meet volatility.
Read moreTackling your emerging risks
No one can know for certain what the future holds. But that’s no excuse for being unprepared when the worst does happen. We uncover how to build strong defences against emerging risks.
Read moreSeeing the unforeseen: how financial services firms can better prepare for emerging risks
We share the steps financial services firms need to take to start building a framework for identifying and addressing emerging risks.
Read moreWhen risks converge, do you know how your financial dominoes will play out?
Addressing the interconnection between risks isn’t just prudent; it's essential for firms to safeguard their financial stability and remain resilient in an increasingly unpredictable world. But how can organisations go about building that all-important view of interconnecting risks and their potential impacts?
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