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      "text": "Our survey results suggest these attributes and capabilities will become hallmarks of high-performing risk management functions in the future.",
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      "text": "Not that it's easy. Proliferating, diversifying and intensifying risks - and complex interconnections between different risk types - make the CRO's role one of the quickest-changing and most stressful in the banking C-suite today. And there's little doubt that the next year will bring unexpected challenges, emerging threats and even more disruption.\n\nTo effectively manage the many priorities on their agendas, CROs are turning to modernized technology, richer data sets and new skill sets. Risk management teams need deeper technical expertise and more tech-savvy and data-fluent workers. Broader strategic knowledge, business acumen, creative and critical thinking and the ability to see the \"big picture\" are just as important, as CROs are increasingly expected to predict new types of threats, monitor industry and regulatory developments and serve as effective leaders.\n\nOur survey results suggest these attributes and capabilities will become hallmarks of high-performing risk management functions in the future. And CROs will continue to play a strategic role and, ultimately, seek to add more value to the business.",
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      "text": "Effective risk management, especially relative to financial risks, remains at the heart of the banking business. Increasingly, though, the firms that most effectively identify, manage and mitigate non-financial risks - including cyber, climate and other tests of operational resiliency - can gain a competitive advantage. How? By avoiding the cost increases, reputational impacts, litigation and regulatory actions that can limit growth.",
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      "text": "LOOKING AHEAD",
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