creating value
for Banking

Despite the clear direction set by AMLR, many institutions are asking the same question: How can risk assessment become continuous, data-driven, and auditable at all times? Blueprint, triggers, governance, and report readiness – Part 3 of our blog series outlines the blueprint and explains why software plays a key role in creating a stable operating model.

The staffing challenge facing banks and savings banks, particularly in critical control functions, is not really a shortage of skilled workers but primarily a skills gap driven by rising complexity. Through interim support, validation and process optimisation, as well as hands-on upskilling, institutions can secure rapid relief, reduced complexity and sustainable employee capability.

Anyone who sits on the governing bodies of banks and financial institutions will be familiar with this moment. The term ‘digital sovereignty’ is mentioned. Everyone nods. And almost every time, if you listen closely, the same question arises: do everyone in this room really mean the same thing? Most of the time, they don’t. This is not a criticism. It is an observation. And it is the starting point for this series of articles.

For many years, the SAP Bank Analyzer has been a cornerstone of accounting, risk management and regulatory reporting in banks. However, with the end of regular support, one thing is clear: the Bank Analyzer is no longer fit for purpose. This creates an urgent strategic need for banks to take action.

The political agreement on the Digital Omnibus on AI introduces new deadlines and simplifications, but does not exempt institutions from their obligations. What specific changes this brings for banks, what deadlines apply, and why now is the right time for structured AI governance.

In an increasingly complex world, data has long since become a crucial factor in better understanding customer needs and creating relevant added value. This is also changing the role of the bank. It is evolving from a traditional intermediary, whose primary role is to act as a go-between, into an active enabler that provides guidance, identifies opportunities and supports customers with a forward-looking approach. Data is the key to a new form of customer relationship.

AI-powered cyberattacks in a matter of seconds, AI-assisted phishing and highly fragmented attack vectors: the threat landscape for financial institutions has changed fundamentally. The question is not whether security controls are in place, but whether they are still effective in the face of these new dynamics.

The implementation of the 9th MaRisk Amendment will be a major undertaking for many institutions, cutting across virtually every business area. This is precisely where Internal Audit plays a pivotal role: under BT 2.1, it is obliged to accompany significant projects. How can this accompaniment be structured so that adverse developments are identified early, without jeopardising its own independence?