Financial services organizations (e.g. banks, investment banks, insurance companies, credit card companies and stock brokerages) should look beyond end-point solutions and investment in individual functional areas and instead build an effective and comprehensive Financial Crime Risk Management (FCRM) program that espouses the…
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The last phase of financial crime risk is often the most overlooked, but it underpins the entire financial crime risk lifecycle. While prevention and detection each deal with types of risks, investigation encompasses how those risks are handled and resolved once they…
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The next phase in the financial crime risk lifecycle involves identifying and responding to threats that are active or ongoing. Effectively handling these types of risks requires both accuracy and speed, as a few seconds mean the difference between stopping a criminal…
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The initial phase in the lifecycle of financial crime risk deals with threats that have not yet affected the institution; this can be thought of as the programs and activities to halt any suspicious or non-compliant activities before they become an issue.…
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Financial services organizations (e.g. banks, investment banks, insurance companies, credit card companies and stock brokerages) have the difficult task of effectively identifying the greatest risks to themselves and to their customers, protecting both parties against unnecessary risks and satisfying regulatory requirements for…
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Financial-economic crime, including fraud, corruption and bribary, is a significant social problem that can have a severe and adverse financial impact on citizens, organisations and the government. Financial-economic crime occurs in both small and large organisations. In addition to causing financial damage,…
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Of the many vulnerabilities and threats to the financial services sector, financial crime risk has emerged as a pervasive, yet widely misunderstood category of risk. As consumers, governments, and the financial industry have gained familiarity with various forms of financial crime, financial…
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Support your team with targeted professional training Current reality Many In-House Legal Departments do little to onboard new hires, missing an opportunity to activate and engage new team members. And once on-board, these departments typically offer fragmented training opportunities, or worse, rely…
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Innovate, automate, and solve problems with technology Current reality In-House Legal Departments often rely on manual, time-consuming, and fragmented point solutions. They may lack an overall technology vision and are deploying costly applications that are underused and disconnected from the team’s workflow. Desired…
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Current reality Many In-House Legal Departments are completely short-term and reactive in their planning, guided by the incoming work rather than larger strategic priorities. Desired state Set department mission/vision and develop strategic priorities that serve the needs of your department and the…
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