Three months ago, I introduced the SAS series on the Principles of BCBS 239 written by my colleagues. We wrote the series to help banks in their compliance with the Principles of BCBS 239. An integrative, consistent process reaching across all banking disciplines is now the desired goal of many
Young digital natives are learning chess at an unprecedented rate. Three-year-olds learn chess from the tablet and quickly become more knowledgeable than their parents. But unlike most tablet games, chess is a gateway to Science, Technology, Engineering and Mathematics (STEM) education. We grown-ups must optimize the chess-to-STEM pipeline, but how? Consider this
Data visualization tools are a great way to create impactful reports. A well designed report can give users an understanding of their data quickly and easily. And with tools like SAS® Visual Analytics, users can now quickly visualize and understand vast amounts of data. However, with all the visualization options
Business Intelligence (BI) can mean many things to many people, but generally BI is associated with business reports. When you fold business analytics (BA), especially advanced analytics that are predictive or prescriptive, under the BI umbrella you inherently dilute the value proposition that analytics can provide to an organization. Why
The word “analytics” is widely misused and misunderstood. While SAS arguably invented the advanced analytics and predictive analytics categories more than 38 years ago, other software vendors have used the term to describe things like reporting, monitoring, and tracking what happened. The value of these more simple capabilities are easily
Principle 14: Home and host cooperation - Supervisors should cooperate with relevant supervisors in other jurisdictions regarding the supervision and review of the Principles, and the implementation of any remedial action if necessary. The financial crisis underscored the importance of data quality and data latency in the area of risk
Like many people around the world, Americans have caught World Cup fever. The early success of the USA national team has contributed greatly to this spike in interest, but so too have the high level of competition, the intense passion of the teams and their fans, the drama of pressure-filled
I recently took some time to appreciate and celebrate the SAS Professional Services division’s 25th anniversary. I find it impressive that SAS professional services has been collaborating with customers across many different industries for 25 years to solve business problems, increase profitability and improve customer service levels. With so much industry
I want to use SAS’ recent announcement of our Cost and Profitability Management solution as an opportunity to highlight an often overlooked but valuable application of activity-based costing: business process reengineering. But first, just a brief description of Cost and Profitability Management’s new breakthrough capability: In-memory model calculation. SAS’ decision
Principle 13: Remedial actions and supervisory measures - Supervisors should have and use the appropriate tools and resources to require effective and timely remedial action by a bank to address deficiencies in its risk data aggregation capabilities and risk reporting practices. Supervisors should have the ability to use a range
