Structural & procedural organisation

The operating models adopted by companies (especially financial institutions) are dominated in many areas by issues relating to financial and risk management and to trading processes. 

With particular regard to these areas, ongoing work to develop and optimise the operating model must take into account the specific technical requirements of risk management and of the regulator. 

In addition, financial and risk management imposes additional requirements for many processes e.g. in relation to

  • Process security
  • The 'time-to-decision' factor 
  • The independence of decision-making processes in accordance with MaRisk (e.g. separation of market and market succession)
  • The integration of competence rules and committee structures
  • Data security and traceability 

Experience shows that the nature of a company's structural organisation has a significant impact on the effectiveness of its risk management systems, not least in terms of its potential to create a silo effect in different divisions or to break up silo structures and thus provide a wider perspective across divisions. This throws up a number of questions about the most effective forms of organisation e.g. regional versus business segmenting structures or a structural model based on asset classes or risk types. 

When developing structures and procedures, it is therefore very important to understand the risk markets and business risk models and to combine these with industry expertise of financial and risk processes. 

d-fine has acquired considerable expertise in the area of financial and risk management. It is therefore highly qualified to advise on the development and modification of organisational structures, the clear formulation of role models and responsibilities, and the adaptation and reorientation of underlying processes.