Practices for Risk Management Maturity Improvement
The article explores strategies for enhancing organisational risk management maturity. It highlights key drivers such as organisational learning, leadership accountability, and robust frameworks, while outlining steps to improve maturity and overcome challenges, ultimately fostering resilience in volatile environments.
Prescriptive and Predictive Analytics: Redefining Risk Management in the Digital Age
Predictive and prescriptive analytics are transforming risk management by enabling organisations to forecast threats and recommend optimal actions. Integrating these tools enhances decision-making, reduces losses, and improves compliance. Success depends on data quality, ethical governance, and a culture that embraces analytics-driven, proactive risk strategies in an evolving landscape.
The Human Factor: Unravelling the Complexities of Behavioural Risk in Decision-Making
Behavioural risk management is crucial for organisational success. Human factors like cognitive biases and emotions significantly impact decision-making. Tools such as risk identification methods, analytics software, and training programmes help manage behavioural risks. Best practices include clear policies, employee involvement, and continuous improvement. Leadership plays a vital role in fostering a risk-aware culture.
Dynamic Risk Assessment
The power of four. An evolution in risk assessment that applies sophisticated algorithms and advanced data analytics together in a KPMG proprietary methodology to identify, connect and visualise risk in four dimensions.
Invisible Intruders: AI-Generated Scams and the Evolving Role of Risk Professionals
AI-driven fraud—especially through deepfakes and voice cloning—is reshaping the threat landscape for organisations and individuals in 2025. Fraudsters can now create highly realistic audio and video imitations using just seconds of publicly available recordings, enabling scams that bypass traditional security measures and exploit human trust. Voice-based phishing is now outpacing visual deepfakes, affecting everything from executive impersonation in corporate wire fraud to emotionally manipulative family scams. The technology’s accessibility allows even non-experts to launch sophisticated attacks, democratising fraud and scaling risks across sectors.
Detection technologies often lag behind the latest deepfake techniques, necessitating adaptive, multilayered defences and continuous staff training. Common red flags—urgency, unverified contact, and emotionally charged requests—are more challenging to spot amid such realism, making independent verification and a culture of scepticism essential. As financial and reputational risks mount, a robust risk management response combining technical controls, human vigilance, and regulatory awareness is crucial for protecting trust, identity, and organisational integrity.
The Pulse of Change: Why Regulatory Complexity is the New Strategic Battleground
Regulatory complexity is intensifying due to rapid technological, environmental, and societal changes. Risk professionals must leverage RegTech—especially AI and blockchain—to streamline compliance, enhance resilience, and create strategic value. Success requires integrating technology, fostering compliance culture, and proactive engagement with evolving regulations and stakeholders to maintain competitive advantage.
Resilience is Not Optional: Why Talent Retention Risk is the New Battleground for Strategic Leaders
The article explores talent retention risk within VUCA and BANI environments, highlighting how volatility, anxiety, and non-linearity amplify employee attrition threats. It provides risk professionals with advanced frameworks, analytics, and strategies to integrate retention risk into enterprise risk management, ensuring organisational resilience and sustainable human capital in turbulent times.
The benefits of agile risk management in IT projects delivered through agile methodology
Digital transformation and external digital disruption require South African financial services to deliver large IT software projects. Banks adopted new ways of working such as using an agile methodology to ensure IT Projects are delivered faster-to-market and early client involvement. The challenge is that risk management functions are not mandatorily involved before and during the execution of IT projects by the Scrum teams who deliver these IT projects, which means that other sources of risk and opportunity risks may not be identified early.