Firms need a risk scorecard. While banks invest significantly in risk management, it is questionable if these programs work. This book responds to this gap by proposing the Banking Risk Balanced Scorecard (BRBS) to enhance competitive advantage and stakeholder value. Kaplan (2010) stated that 'firms need a parallel scorecard to their strategy scorecard - a risk scorecard, this is one thing missing that has been revealed in the last few years and more work needs to be done on how risk can be integrated into the BSC and mentioned'. Risks are categorized into financial and non-financial risks. In other words, the portfolio of risk balanced scorecard includes objective and subjective elements. Recognizing these risks and managing them appropriately enhances the ability of the firm to make better, more responsible decisions, deliver the banks objectives and subsequently improve performance. As such, banks have invested a significant amount of capital and resources into risk management programs and approaches to mitigate risk. However, it is questionable whether such programs really provide a return or enhance operations. At the same time, research in the area and existing literature does not sufficiently explore the role of banking risk aligned to the balanced scorecard and existing banking performance measures. This book responds to Kaplan and the evident gap by proposing the Banking Risk Balanced Scorecard (BRBS) and providing evidence for the effectiveness of this approach in enhancing both the banks competitive advantage and stakeholder value.
