Financial crime frameworks are often well documented. The challenge is proving that the controls behind them are operating effectively, revealing weaknesses early and keeping pace
Geopolitical risk is already firmly on board agendas. The question is what it actually means for the organisation itself. The Bank of England’s 2026 H1
Risk reporting can look increasingly sophisticated at the top of an organisation. Board packs bring together key risk indicators, limits, trends, incidents and control information
Boards receive more risk information than ever. Risk dashboards track current exposures. Committee papers explain incidents and control weaknesses. Audit reports identify findings. Key risk
Culture is often described in terms that are difficult to test. Organisations talk about openness, accountability, integrity, challenge and speaking up. Employee surveys measure perceptions.
Most organisations rarely stop to consider why their control environment works. The answer is deceptively simple: decisions are built on evidence that is assumed to
Dependency and assurance both lead to the same difficult question: who is accountable when risk sits across several teams, systems, suppliers and controls at once?
For many firms, assurance still follows a familiar rhythm, with controls tested, risks assessed, audit plans delivered, issues reported and remediation tracked. Boards and senior
For many firms, third-party risk has traditionally sat somewhere between procurement, outsourcing oversight and information security. A supplier is assessed before appointment. A contract is
Most risk and compliance functions work with enormous amounts of data, but very few work with and have access to relevant intelligence. But, you may
