The intricate environment of modern banking, characterized by its technological advancements and regulatory changes, calls for an updated approach to Model Risk Management (MRM). In the wake of rising uncertainties in the macroeconomic environment and ever-evolving commercial landscapes, financial institutions worldwide are grappling with challenges and exploring new opportunities within the MRM framework. This post examines the industry’s trajectory towards enhancing MRM capabilities and validating resources, with an insightful gaze into MRM 2.0.
Understanding the Current Macroeconomic Scenario
Over the past year, the macroeconomic environment has witnessed rising uncertainties, volatility surges, and a significant uptick in event risk, all against the backdrop of an uneven economic recovery. The advancement in analytics capabilities has proven crucial for financial institutions in navigating through these tumultuous times. Especially within the United States and Europe, an escalating trend towards digitization and rampant acquisition activities has catalyzed the expansion of model inventories.
McKinsey’s Insights on MRM Challenges and Opportunities
McKinsey, a global management consulting firm, has played a pivotal role in fostering dialogues about risk modeling and MRM by convening groups of risk managers. These roundtables and global MRM surveys have shed light on numerous modeling challenges and opportunities emerging from various institutions in the United States and Europe. Three key transformations have been observed:
- A surge in focus towards efficiency, digitization, and automation throughout the model life cycle.
- An extension of MRM scope into new domains, such as climate, cyber risk, and human resources.
- A determined effort towards de-risking and fully realizing the potential of artificial intelligence and big data.
Case 1: Incorporating New Domains in MRM
The MRM, for instance, is increasingly exploring environmental risks like climate change, considering its potential financial impact on portfolios, especially in long-term investments. This expansion is not only a strategic adjustment but is reshaping the foundational parameters of MRM.
Amplifying Efficiency through Model Lifecycle Automation
Banks have witnessed a substantial increase in model inventories, attributed to factors like the pandemic’s economic impact, with U.S. banks experiencing up to a 25% increase since 2019. However, the model validation process, especially in Europe, has been considerably slow, with initial validation for Tier 1 models taking an average of 20 weeks.
Addressing these challenges, banks are pivoting towards enhancing the efficiency of the MRM function, minimizing redundancies, and optimizing processes. Automation has therefore emerged as a critical priority, bolstered by increasingly standardized workflows, which promises benefits like enhanced effectiveness and efficiency across activities.
Advancing Standards for MRM
Banks are entering a phase where granulated standards for MRM are being introduced. These encompass the development of model-specific or tier-specific documents, which are often prioritized by risk exposures and regulatory requirements. Cloud migration and life cycle digitization, despite their challenges, are considered potentially significant enablers, with benefits largely perceived as impactful.
Case 2: Cloud Migration
Several banks have highlighted that cloud migration, while potent, requires high levels of standardization and process simplification. Moreover, a risk-based approach to tiering is deemed essential, and with robust strategies, institutions can actualize an “automation leapfrog”, placing the initiative at the pinnacle of strategic planning.
Embracing Agile Digital Capabilities
Banks, in augmenting their digital capabilities, are progressively shifting towards agile approaches, characterized by short sprints and a test-and-learn environment, thereby ensuring program flexibility. Essential enablers for agile methodologies include a cohesive technology platform for data and systems and the utilization of advanced IT tools.
In conclusion, as organizations forge ahead with plans to amplify their MRM framework capabilities and validate resources with MRM 2.0, it is pivotal to recognize and strategically navigate through the potential challenges and opportunities that lie ahead. The key to successfully steering through the evolving financial landscape entails a blend of enhanced efficiency through automation, implementing advanced standards for MRM, and embedding agile digital capabilities within organizational practices.
This dynamic evolution of MRM necessitates a confluence of technology, strategy, and efficient risk management practices that ensure not only adherence to regulatory compliances but also safeguards the robustness of financial institutions amidst an era of technological and economic transformations.
