The French financial markets regulator, the Autorité des Marchés Financiers (AMF), has published its 2025 Markets and Risk Outlook, painting a picture of resilience tempered by deepening volatility, persistent geopolitical tensions, and growing operational and cyber threats.
In my recent piece, Risk Everywhere: Why Geopolitical Risk Demands a New Era of Risk Intelligence, I argued that risk is no longer an isolated discipline. It is the context within which organizations operate. I wrote that article after noticing a clear pattern across engagements where geopolitical uncertainty is steadily becoming a defining factor in strategic decisions, operational dependencies, and even the cultural posture of risk itself.
In the high-speed world of energy trading, algorithms are calling more of the shots. But with greater automation comes a bigger question over who's watching the watchers?
Australia’s banks, insurers, and superannuation funds are officially on the hook for doing a lot more than hoping things don’t go wrong. With the Australian Prudential Regulation Authority’s CPS 230 Operational Risk Management now in effect, financial institutions must prove they’re ready to weather disruptions that could bring the system, and millions of lives, to a standstill.
The Office of the Comptroller of the Currency (OCC) has released its Spring 2025 Semiannual Risk Perspective, highlighting a growing list of pressures on the federal banking system, from rising commercial credit and refinance risks to increasingly sophisticated cyberattacks and compliance challenges tied to fraud and digital innovation.
There’s nothing like a fresh list from the Financial Action Task Force (FATF) to remind the world’s financial institutions that risk never sleeps. At its latest plenary meeting this June, the FATF (the global watchdog for anti-money laundering, counter-terrorist financing, and counter-proliferation finance i.e., AML/CFT/CPF) updated its closely watched list of countries with strategic deficiencies in these areas. Two new names made the cut, three were struck off, and the usual suspects remain firmly entrenched in the high-risk zone.
In this reflective piece, risk management expert and author Norman Marks draws from his own leadership experience in IT and governance to explore the relationship between resilience and risk management. From disaster recovery planning to strategic decision-making, he explains why resilience, while essential, is just one tool in a much larger toolkit. Sometimes, being resilient isn’t enough. Sometimes, the smartest move is to change course altogether.