KPIs can help banks execute their strategy — or encourage employees to perform exceptionally well at tasks that contribute little to strategic objectives. The difference lies in how performance indicators are linked to budgets, projects, departmental accountability and employee incentives. Viktor Shpringel examines how banks can build these connections and the most common mistakes made when implementing KPI frameworks.
Corporate fraud is usually blamed on the individuals involved. But there is another question worth asking: which management decisions allowed the misconduct to begin, spread and remain undetected? Drawing on two anonymised cases, Elina Moshkovich shows how conflicts of interest, poorly designed KPIs and weak control functions can turn isolated abuse into a systemic business risk.
