Terry Badger
Jun 29, 2020

A view from the front lines with BAI's Ed Marcheselli.

Within financial services, risk management is rarely thought of in terms of its impact on business transformation programs or on customer experience and engagement.

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The times, as Bob Dylan once crooned in that raspy nasal whine, are a-changing—and no more so than in the ways bank customers make payments.

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Despite regulatory requirements continuously evolving, many financial services leaders are still trying to identify what their organization’s implementation best practices should be.

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In the early- to mid-1900s, banking and excitement went together, well … like water and oil.

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Some at financial organizations and other lending institutions may have breathed a sigh of relief when the Financial Accounting Standards Board announced a temporary reprieve from the current expected credit loss standard, or CECL, a new accounting standard.

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When the Kansas City blues shouter Big Joe Turner first performed the immortal “Shake Rattle and Roll” in 1954, there was no way he could know the future hit might as well fit the mood of banks fighting payments perfidy.

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It’s obvious that criminals follow the money and make financial services firms a top target for cyberattacks.

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Every company—from the largest tech giants to small businesses you’ve never heard of—faces the possibility of a cyber threat.

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Cybersecurity professionals have long used military metaphors to provide context in the perpetual battle against threat actors.

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We all know that artificial intelligence and machine learning will magically solve all your business problems, while Alexa makes you a dry martini and takes out the garbage, right? Wait a minute—lofty promises and fanciful fantasies around AI haven’t been realized broadly in the banking industry, or many others for that matter.

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