Policies, risk registers and risk committees do not necessarily mean that a company is managing risk. The system begins to add value when it helps to take better decision before a mistake becomes irreversible. This article looks at how to connect risk with business objectives, involve the risk function earlier and turn indicators into management action.
Fraud in fintech is no longer just a security concern. It shapes growth, trust and regulatory scrutiny. This article explores the trade-offs between convenience and control, what works in practice, and how risk strategy evolves as companies mature.
A visit to one of China’s leading manufacturers can easily become little more than an impressive factory tour. Executives see robotic production lines and digital dashboards, take photographs and then return to the same problems and ways of working. For a business tour to deliver real value, the focus needs to be on the processes, performance measures and management decisions behind the technology.
Artificial intelligence can produce dozens of possible solutions in minutes, but speed says little about their quality or practical value. This article examines how TRIZ can bring structure to AI-assisted problem-solving, help companies find technologies beyond their own industry, protect sensitive information and recognise when a system has reached the limits of optimisation.
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.
Why the shift to 24/7 and instant settlement breaks not technology first, but the operating model itself: where liquidity actually sits, who has the full picture, how value dates work — and what happens if the payment rails have to be stopped.
