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are highly
proficient
in its use
are using
cloud—
yet only
To keep pace in a decade of disruption, U.K. banking and
capital markets respondents to 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
U.K. banks and capital markets firms are investing in new technologies to enhance efficiency and
improve risk outcomes.
HOW ARE FIRMS RISING
TO THE CHALLENGE?
1.Harnessingsmarttechnology
* Artificial Intelligence **Robotic Process Automation
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
www.accenture.com/RiskStudyCapitalMarkets
Copyright © 2017 Accenture All rights reserved.
Download the full banking and capital markets report to see the whole
picture—and discover the steps you can take now to drive more value from
your risk function.
AbouttheGlobalRiskManagementStudy
Source: Accenture 2017 Global Risk Management Study, U.K. Banking and Capital Markets respondents
But progress
is underway
Key skill priorities
in the year ahead
data management
understanding emerging
technology risks,
including cyber
advanced
mathematical and
statistical knowledge
Risk teams in U.K. banks and capital markets firms are investing in skills to exploit new tools,
business models and technology—and to address their gaps in capability.
3.Buildingnewlayersoftalent
Teams should
keep evolving
expect an increase
in the outsourcing
of the preparation
of data quality for
risk calculations
2.Risingtomeetcoordinationchallenges
U.K. banks and capital markets firms are continually striving to embed coordination and achieve
a balanced approach to risk across the business, but there is much to be done:
Over the next two years, progress is anticipated:
report duplication
of effort in risk
management across
business lines
struggle to
balance local and
enterprise-wide
risk priorities
say lack of
integration with
other business
functions impedes
risk function
effectiveness
will have centralized
coordination across
all risk types, from
currently
anticipate joint input to
key decisions by finance
and risk leaders, from just
currently
increased demand
from multiple
regulators in
multiple jurisdictions
increased velocity,
variety and
volume of data
legacy technologies
in the risk function
balancing the
responsibilities
for controls and
compliance with the
need for effective
customer service
lack of budget to
make necessary
investments
are using AI*
within the
risk function—
but only
are highly
proficient
in its use
are using RPA** to
replace high-volume
low value-added
tasks (and analytics
are being applied
to big data)
are using smart
technologies
such as RPA
to improve
efficiency
see improved customer
service as cloud’s
biggest opportunity
agree there is
a lack of skills
needed for new
and emerging
technologies
cite a shortage
of core risk
management skills
say the risk workforce has
an effective understanding
of the business impact
of regulatory changes
can accurately
report the real
status of cyber
risk to the board
say their teams
are effective
or very effective
at understanding
emerging
technology risks
THE TRIPLE POWER PLAY
2017 GLOBAL RISK STUDY U.K. BANKING
& CAPITAL MARKETS KEY TRENDS
U.K.
BANKING
&CAPITAL
MARKETSRisk Potential Exposed

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Accenture 2017 Global Risk Study: UK Banking & Capital Markets Key Trends Infographic

  • 1. are highly proficient in its use are using cloud— yet only To keep pace in a decade of disruption, U.K. banking and capital markets respondents to 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 U.K. banks and capital markets firms are investing in new technologies to enhance efficiency and improve risk outcomes. HOW ARE FIRMS RISING TO THE CHALLENGE? 1.Harnessingsmarttechnology * Artificial Intelligence **Robotic Process Automation 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 www.accenture.com/RiskStudyCapitalMarkets Copyright © 2017 Accenture All rights reserved. Download the full banking and capital markets report to see the whole picture—and discover the steps you can take now to drive more value from your risk function. AbouttheGlobalRiskManagementStudy Source: Accenture 2017 Global Risk Management Study, U.K. Banking and Capital Markets respondents But progress is underway Key skill priorities in the year ahead data management understanding emerging technology risks, including cyber advanced mathematical and statistical knowledge Risk teams in U.K. banks and capital markets firms are investing in skills to exploit new tools, business models and technology—and to address their gaps in capability. 3.Buildingnewlayersoftalent Teams should keep evolving expect an increase in the outsourcing of the preparation of data quality for risk calculations 2.Risingtomeetcoordinationchallenges U.K. banks and capital markets firms are continually striving to embed coordination and achieve a balanced approach to risk across the business, but there is much to be done: Over the next two years, progress is anticipated: report duplication of effort in risk management across business lines struggle to balance local and enterprise-wide risk priorities say lack of integration with other business functions impedes risk function effectiveness will have centralized coordination across all risk types, from currently anticipate joint input to key decisions by finance and risk leaders, from just currently increased demand from multiple regulators in multiple jurisdictions increased velocity, variety and volume of data legacy technologies in the risk function balancing the responsibilities for controls and compliance with the need for effective customer service lack of budget to make necessary investments are using AI* within the risk function— but only are highly proficient in its use are using RPA** to replace high-volume low value-added tasks (and analytics are being applied to big data) are using smart technologies such as RPA to improve efficiency see improved customer service as cloud’s biggest opportunity agree there is a lack of skills needed for new and emerging technologies cite a shortage of core risk management skills say the risk workforce has an effective understanding of the business impact of regulatory changes can accurately report the real status of cyber risk to the board say their teams are effective or very effective at understanding emerging technology risks THE TRIPLE POWER PLAY 2017 GLOBAL RISK STUDY U.K. BANKING & CAPITAL MARKETS KEY TRENDS U.K. BANKING &CAPITAL MARKETSRisk Potential Exposed