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well-structured survey reference report with strong callouts but weak Storymakers discipline — use its front-loaded exec summary as a teaching example, but its raw 'Figure N: ' titles and absent recommendation are exactly what the methodology argues against.", "reviewedAt": "2026-04-25 05:12:16+00", "slidesSeen": 38, "suggestions": [ "Rewrite every 'Figure N: ' title as an action title carrying the chart's punchline (e.g. p.8 becomes 'Cyber and geopolitics now occupy 4 of CROs' top-5 priorities')", "Promote the existing callouts on each section divider into the divider title itself (e.g. p.7 becomes 'Geopolitical risk more than doubled as a top-5 priority, from 16% to 38%')", "Replace 'LOOKING AHEAD' (p.34) with a 3-bullet 'What CROs should do next' recommendation slide so the deck resolves rather than trails off" ], "closingScore": 42, "openingScore": 68, "topStrengths": [ "Strong front-loaded frame: exec summary (p.3) plus three insight-bearing key-takeaway slides (pp.4-6) before the chapters start", "Almost every analytical slide carries a quantified callout (e.g. '91% of CROs rated geopolitics as a top-five risk', p.10; '38% cited geopolitical risk... up from 16% last year', p.7) which carries the narrative even when titles do not", "Consistent chapter-divider rhythm (9 dividers) makes the deck easy to navigate as a reference document" ], "topWeaknesses": [ "Body-slide titles are mostly raw survey questions prefixed 'Figure N:' (pp.8,9,10,11,13,15,16,17,26,27,29,32,33) — the single biggest Storymakers failure in the deck", "No SCQA tension: nine chapters of 'here is what CROs said' with no complication, no recommendation, no 'so what' for the reader", "Closing slide 'LOOKING AHEAD' (p.34) is a soft observation, not a CTA; the deck ends in contacts and disclaimers (pp.36-38) rather than a memorable last line", "Chapter dividers are noun labels ('CHAPTER 6 OPERATIONAL RESILIENCE', p.23) when the callouts beneath them are already sharp enough to become the divider title" ], "narrativeScore": 55, "pillarCritique": "Nine chapter dividers (pp.7,12,14,18,21,23,25,28,30) are pure topic labels ('CHAPTER 3 FINANCIAL RISK OUTLOOK', 'CHAPTER 5 REGULATORY RISK') rather than MECE pillars carrying a thesis; they are clean wayfinding but read as a survey table-of-contents, not an argument.", "closingCritique": "The penultimate content slides (pp.30-33) are still data tables on staffing/right-shoring, and the closing 'LOOKING AHEAD' (p.34) only suggests these capabilities 'will become hallmarks' — no call to action, no decision, no next steps for the reader. 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Based on this year's findings, it's safe to say that CROs won't be hanging up any of these hats anytime soon, especially as they adopt forward-looking stances to more issues and opportunities.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:08:51.759+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "b5ad442f-8ddf-4e76-8aae-8b51c8bd5425", "parentComponentId": null }, { "bbox": { "h": 0.65, "w": 0.26, "x": 0.36, "y": 0.17 }, "kind": "paragraph", "text": "CROs face similar pressure to oversee highly efficient and effective risk management operations. That means expertly managing their teams, strengthening risk management capabilities and fostering risk-aware cultures at every level of the business. The need to engage with the business on transformation, innovation and growth strategies is as pressing as ever.\n\nThis year's results show an even greater dominance of cyber threats as CROs' top priority. But, there has also been a sharp uptick in the prioritization of geopolitical risks and a reshuffling of top financial risks. The results indicate that geostrategic issues were of such concern to CROs because of their wide-ranging potential consequences - and therefore the implications for banks - ranging from inflation spikes to operational resilience. Operational resilience is a priority across many different risk stripes, even as those traditional categories blur and overlap. On the whole, our findings illustrate the volume and variety of risks CROs must monitor and prepare for. That's why there is a renewed emphasis on more proactive approaches to risk management, alongside increased operational agility, so banks can stay ahead of coming risks and respond to them more nimbly and effectively.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:08:51.759+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c2440203-8d0a-4d3d-bdad-1abf7a25eb86", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.26, "x": 0.07, "y": 0.17 }, "kind": "paragraph", "text": "For the last few years, the results of the annual Ernst & Young, LLP (EY)/Institute of International Finance (IIF) global bank risk management survey of chief risk officers (CROs) have reflected increased volatility, widespread uncertainty and intensifying financial and non-financial risks. 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That includes cyber threats (which remain far and away the highest priority risk) and operational resilience, the top two priorities for CROs in the coming year and in the top five for boards. Geopolitical risk has rocketed up the agenda this year, to third for CROs and second for boards, whereas last year it was the 12th highest near-term priority risk for both CROs and boards. Environmental, social and governance (ESG), third-party risk and financial crime, all within the top 10, are also largely shaped by forces beyond the control of CROs.\n\nThe top financial risk also reflects market developments. Wholesale credit is this year's 11th highest priority for CROs, while liquidity risk, which was the fourth highest overall risk priority last year, fell to 13th. Retail and consumer credit risk, the ninth highest priority for CROs last year, fell to 14th this year. Interestingly, no financial risk cracked this year's top 10. Last year, four financial risks were among the top 10. These risks are still inherent and potentially significant across the industry and for many individual institutions.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:08:51.745+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6f8b85b2-603b-430f-a86f-ea165f7e714c", "parentComponentId": null }, { "bbox": { "h": 0.6, "w": 0.3, "x": 0.38, "y": 0.28 }, "kind": "paragraph", "text": "However, it appears that CROs have considerable confidence in their ability to manage these more traditional risks when compared to emerging and less familiar threats.\n\nConcerns about regulatory risks and banks' ability to implement the necessary changes for compliance also reflect external developments. After several consequential elections around the world in the past year, there is much uncertainty and a sense of unpredictability relative to fiscal and foreign policy and regulatory oversight. Ongoing trade tensions equate to a more fragmented and less integrated operating environment, which impacts multinational institutions. Rising regulatory requirements and supervisory expectations (e.g., sustainability disclosures) are also on CROs' minds, both in terms of the additional requirements to be satisfied and the impact on the bank's competitiveness.\n\nThe bottom line: Our results are consistent with ongoing shifts in the macroeconomic and geopolitical environment. The fluidity in CRO priorities reflects the highly dynamic and sometimes volatile nature of the banking business today, which demands that risk management teams closely monitor a range of external forces and market developments around the world. 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Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via ey.com/privacy. EY member firms do not practice law where prohibited by local laws. 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The IIF provides its members with innovative research, unparalleled global advocacy, and access to leading industry events that leverage its influential network. Its mission is to support the financial industry in the prudent management of risks; to develop sound industry practices; and to advocate for regulatory, financial and economic policies that are in the broad interests of its members and foster global financial stability and sustainable economic growth. 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Enabled by data, AI and advanced technology, EY teams help clients shape the future with confidence and develop answers for the most pressing issues of today and tomorrow. EY teams work across a full spectrum of services in assurance, consulting, tax, strategy and transactions. Fueled by sector insights, a globally connected, multi-disciplinary network and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:08:56.699+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a98a6902-0520-490c-a2b9-07b5d3af108d", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.2, "x": 0.56, "y": 0.41 }, "kind": "paragraph", "text": "The Institute of International Finance (IIF)\n1333 H St NW, Suite 800E\nWashington, DC 20005-4770\nUSA\nTel: +1 202 857 3600\nFax: +1 202 775 1430\nwww.iif.com\ninfo@iif.com", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:08:56.699+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "e7b9bad0-aec6-4e40-89bb-b0e364ed4499", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 38, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null }, "from": 34, "name": "Impact & Next Steps", "beatId": "04f0700a-b23d-4755-87bd-1e871fdc75bf", "matchId": "3a200f3f-f9e6-4a3a-bcc9-ce4fba6d0d08", "beatType": { "name": "Impact & Next Steps", "slug": "consultants-gambit-impact-next-steps", "status": "active", "canonId": "019dd9b8-0849-7728-9ee9-fd1609c4c655", "version": 1, "description": null }, "evidence": "The final chapters discuss looking ahead, research methodology, and contacts.", "position": 3, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. 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