Kevin Buehler

Andrew Freeman

Ron Hulme

Discussions of risk usually come to the forefront in times of crisis but then recede as normalcy returns. As we write, the global banking system is facing a major credit and liquidity crisis. Losses from subprime mortgages, structured investment vehicles, and “covenant lite” loans are creating a credit crunch that may in turn trigger a global slowdown. In the past year major financial institutions have written off nearly $400 billion, and central banks around the world have initiated emergency measures to restore liquidity. Several other crises have occurred within memory: the U.S. savings-and-loan collapse in the 1980s and 1990s, Black Monday in 1987, the Russian debt default and the related dive of Long-Term Capital Management in 1998, the dot-com bust of 2000, and the Enron-led merchant-power collapse of 2001.

5Ytxd+lZdBeK+L37NikjWyguW2uoLIMOuELNLTzPg7mq+f+On7eAX8Z+v9V+SDu30zdUd2pr4BfMkVifXXYw5W+jwxuNGU8RYA6VvGMPOBkV4zv/YjeTUohTGeSXiH20DHmC0zJ6HL4YPXfXicYUYw==

Reprint: R0809G
The global banking system is facing a severe liquidity crisis: In the first half of 2008, major financial institutions wrote off nearly $400 billion, causing banks around the world to initiate emergency measures. Similar crises have occurred within recent memory: Think of S&#038;Ls, the dot-com bust, and Enron. Risk is, quite simply, a fact of corporate life&#8212;but because risk-management research has increasingly emphasized mathematical modeling, managers may find it incomprehensible and thus shy away from powerful tools and markets for creating value.
Buehler, Freeman, and Hulme, all with McKinsey, describe the evolution of risk management since the 1970s, show how new markets have changed the landscape in both financial services and the energy sector, and explain what it takes to compete in the current environment. To demonstrate how significant a factor risk can be when incorporated into strategy and organization, they take the case of Goldman Sachs&#8212;which, despite its reliance on highly volatile trading revenues, has so far avoided the big write-offs that have afflicted its leading competitors. The authors believe that this is because Goldman takes the antithesis of the typical corporate approach&#8212;its culture embraces rather than avoids risk. And, they say, Goldman very efficiently employs all four of the following factors: quantitative professionals, strong oversight, partnership investment, and a clear statement of business principles, with emphasis on preserving the company&#8217;s reputation.
Staying on the sidelines of risk management may have shielded some companies from crisis, but it has also prevented them from growing as quickly as they might have. In their companion article, &#8220;Owning the Right Risks,&#8221; the authors outline a process that will enable executives in any company to incorporate risk into their strategic decision making.

The New Arsenal of Risk Management

Reprint: R0809G The global banking system is facing a severe liquidity crisis: In the first half of 2008, major financial institutions wrote off nearly $400 billion, causing banks around the world to initiate emergency measures. Similar crises have occurred within recent memory: Think of S&Ls, the dot-com bust, and Enron. Risk is, quite simply, a fact of corporate life—but because risk-management research has increasingly emphasized mathematical modeling, managers may find it incomprehensible and thus shy away from powerful tools and markets for creating value. Buehler, Freeman, and Hulme, all with McKinsey, describe the evolution of risk management since the 1970s, show how new markets have changed the landscape in both financial services and the energy sector, and explain what it takes to compete in the current environment. To demonstrate how significant a factor risk can be when incorporated into strategy and organization, they take the case of Goldman Sachs—which, despite its reliance on highly volatile trading revenues, has so far avoided the big write-offs that have afflicted its leading competitors. The authors believe that this is because Goldman takes the antithesis of the typical corporate approach—its culture embraces rather than avoids risk. And, they say, Goldman very efficiently employs all four of the following factors: quantitative professionals, strong oversight, partnership investment, and a clear statement of business principles, with emphasis on preserving the company’s reputation. Staying on the sidelines of risk management may have shielded some companies from crisis, but it has also prevented them from growing as quickly as they might have. In their companion article, “Owning the Right Risks,” the authors outline a process that will enable executives in any company to incorporate risk into their strategic decision making.

The New Arsenal of Risk Management

Summary.

Partner Center