- Elgar original reference
Edited by James R. Barth, Chen Lin and Clas Wihlborg
Chapter 16: Incentives to Improve the Corporate Governance of Risk in Financial Institutions
16 Incentives to improve the corporate governance of risk in financial institutions Richard J. Herring 16.1 INTRODUCTION Although debates still rage over the causes of the financial crisis of 2007–2009, most analysts agree that faulty corporate governance of risk was a major contributing factor, if not the principal cause. Examples of failures in the governance of risk abound. An apparent lack of effective firm-wide oversight plagued many of the institutions that failed or required massive government intervention. Chief executive officers (CEOs) and boards appeared to have lacked an effective framework for imposing a consistent riskappetite to constrain aggregate risk within acceptable limits. This defect took many forms: an over-reliance on risk decisions taken at a low level in many product lines and trading desks without consideration of how such exposures might interact under various macroeconomic conditions; a failure to question the risks of particular strategies and, instead, a tendency to follow the herd in an attempt to grow revenues and market share with minimal attention to risk; a reluctance to question fundamental assumptions about basis risks and hedges; an astonishing disregard for the centuries-old challenge of funding long-term assets with short-term liabilities and for liquidity risk more generally; a tendency to override limits when they conflicted with revenue goals; an astonishing inability to track aggregate exposures over complex legal structures and product silos; and a failure to risk-adjust the price of internal transfers of funds and compensation more generally. As a result, the bonuses and compensation were real, but...
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