Financial crime is a global and very costly problem for financial institutions. Depending on estimates, the value of the crimes committed across the globe can range as follows:
- AML-based crimes: $659 billion to $988 billion
- Fraud-based crimes: $183+ billion
- Cyber-based crimes: $400 billion to $2 trillion
The expenses associated with preventing financial crime and managing cyber risk can also be staggering—and not just in terms of money. Financial institutions can lose their clients’ trust, and can find their reputation in tatters.
Addressing money laundering, fraud and cyber risk means coordinating across all lines of defense in an integrated approach. Accenture’s report, Winning at the Point of Attack: Integrated Financial Crime Operations, gives guidance for building your crime fighting strategy and integrating your financial crime controls within your operating model, to keep one step ahead of financial criminals.
We explore financial crime and its rapidly changing nature, offering insights for building an integrated crime-fighting approach and establishing strategic priorities. We believe institutions could boost efficiency as much as 30 percent and, in the bargain, improve both their own resilience and their clients’ experience.
Integrating your defenses
An integrated approach to financial crime and cyber risk management blends resilience, efficiency and client experience. While a resilient organization may sustain some fraud losses, those losses would not surpass a defined and established risk appetite. Likewise, an efficient organization continually shrinks the time needed to investigate and resolve breaches, in part by leveraging common capabilities across various functions and building a scalable risk management infrastructure.
One of the main benefits of integrating your financial crime strategy and controls is an enriched client experience. With better integrated controls, for example, processes like client onboarding or fraud resolution can be slashed up to a third. Happier, more trusting clients could evolve into more loyal, long-term clients.
A successful integration strategy prioritizes good governance and defines an acceptable risk appetite. Also crucial is clearly defining, for leadership, the benefits of investing in an integrated approach to fighting financial crime.
Our paper outlines possible organizational structures and alignment a financial firm can consider for a more integrated approach to fighting financial crime. We’ve also done the legwork to identify the five most common challenges to building an integrated financial crime framework.
Guiding principles yield an integration blueprint for financial crime risk management
What’s the solution for these common concerns? Our report lists 12 guiding principles that, taken together, result in a blueprint for fighting financial crime. Integration is an essential element of this blueprint, resulting in a framework that retains the integrity of component risks while increasing opportunities for convergence in the first and second lines of defense.
Additionally, a holistic technical architecture can make it easier for new technologies to have a significant impact by extracting greater value and by boosting productivity. We recommend a layered approach, illustrated in our report by a use case based on transaction monitoring.
Integration, in and of itself, is not a new solution. We’ve identified a results-based approach to innovation that is more likely to succeed, and we’ve even outlined the pitfalls an organization might face when integrating its financial crime strategy and controls within their operating model.
Are you ready to fight crime on an organization-wide, holistic basis? Read our report and identify your next steps.