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When Quants Ruled

Sophisticated risk modeling put banks ahead of the class in risk management until their practices sparked the financial crisis. Will their problems damage risk management's credibility or help companies learn how to implement it more wisely?

By Duncan Wood | Updated on April 01, 2009

Wind the clock back two years and the world was a very different place: Banks were money-making machines, still basking in the glow of their latest round of record profits and protected by the world’s smartest and best-equipped risk managers. Today, the banks’ Midas touch has deserted them and the same risk managers who were once thought to be bullet-proof are now seen as ineffectual, weak, a waste of money. For risk managers in other industries, the banking crisis offers lessons aplenty. It could also lead to a credibility crisis.

“What I’ve been hearing is this 30,000-foot criticism of risk–the idea that banks created enterprise risk management and look where it got them; it doesn’t work,” says Mark Beasley, the Deloitte professor of enterprise risk management and director of the ERM initiative at North Carolina State University’s College of Management “That’s not my view, but people are becoming quickly and naively critical of risk management and the way we manage risk.”

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