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Article
Banking leaders warn that risk must anchor strategy in wake of 2023 crisis
In the aftermath of SVB’s collapse, banks are reassessing risk governance, integrating real-time oversight, and reinforcing strategic resilience.
Sep 04, 2025
Sudhir Kumar, SVP, Head of Capital Management Oversight, US Bank
Tags:
ALM, Treasury and Liquidity Risk
The views and opinions expressed in this content are those of the thought leader as an individual and are not attributed to CeFPro or any other organization
- SVB’s collapse highlighted failures in governance risk awareness and integration of risk into strategic decisions
- Concentrated exposures poor interest rate and liquidity management and lack of real time risk processes proved fatal
- Rising interest rates exposed vulnerabilities but absence of responsive institutional frameworks drove crisis
- Regulators increased scrutiny on ALM contingency funding deposit behavior and dynamic risk limits
- Focus expanded to interconnected risks across market credit and operational functions impacting capital adequacy
- Boards and executives now more engaged seeing risk as a growth enabler not just crisis prevention
- Resilience depends on leadership embedding risk culture beyond regulatory compliance
- Future demands proactive integrated risk management with real time monitoring and adaptive appetite frameworks
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