Operational Risk Quotes

Before they deploy, they train for the specific operations, but there is a danger that the Army is not retaining the core of its full capabilities.

I would not put C.I.A. officers at risk by asking them to undertake risky, controversial activity again.

No company should depend on one person no matter how that person is smart or genius, whether it's Apple or News Corp, or Citibank or any other company in the world.

The Agency became so wrapped up in the military operation that it failed to appraise the chances of success realistically. Furthermore, it failed to keep the national policymakers adequately and realistically informed of the conditions considered essential for success.

In a special operations mission, the concept of speed is simple. Get to your objective as fast as possible. Any delay will expand your area of vulnerability.

There has to be a large number of people and routes that are lined up together. One part is liquidity and the other part is product - there's a lot that can go wrong.

It's perfectly natural to desire more troops when engaged in a military operation facing serious obstacles, and the more troops you have, probably, the [lower the] risk of causalities.

You've got soldiers in the 3rd Infantry Division who are going every day on operations and they don't all have what is considered to be the gold standard in armor

It would be normal for anybody running a high-profile, politically controversial operation in China to anticipate worst-case scenario, and to do everything possible to guard against them.

A bank needs models to measure risk. The problem, however, is that any one bank can measure its risk, but it also has to know what the risk taken by other banks in the system happens to be at any particular moment.

I spent my whole career thinking about risk, markets, infrastructure, and regulation. I had seen the financial crisis unfold, and I had seen the credit derivatives market get operationally ahead of itself, which resulted in systemic risk counterparty exposures. I began to believe that distributed ledgers had the capability to tackle that problem.

Well we always need brave, capable young men and women who can run a tactical operation and take risks on the battlefield but you should know when we need you to go in there, that if there's any other way to do it, that we could do this without risking your life, we wouldn't ask you to risk your life.

Is the proposed operation likely to succeed? What might the consequences of failure? Is it in the realm of practicability in terms of material and supplies?

Indeed, better risk management may be the only truly necessary element of success in banking.

When I was in motor racing, I had taken the decision to risk my life. But when you run an airline, and more than 200 people want to go from A to B - and they don't arrive - that's a different responsibility.

There is definitely a sense that when you, as a CIA ops officer... are handling assets, they are delivering to you their trust and their well-being. And you feel very protective of them, even if they're not very nice people.

Large companies and government agencies have a lot to protect and therefore are not willing to take big risks. A large company taking a risk can threaten its stock price. A government agency taking a risk can threaten congressional investigation.

Operational risk is the risk of loss resulting from bank operational failures, such as rogue traders, fraudulent sales practices, and cyber risks. Operational risk capital is money or assets that banks have to hold to shield the economy from the consequences of these kinds of failures.

One thing every Army pilot knows is that there is no such thing as a routine mission.

The fundamental problem with banks is what it's always been: they're in the business of banking, and banking, whether plain vanilla or incredibly sophisticated, is inherently risky.

Our risk systems and processes - we keep investing and improving them.

Complexity and interconnectedness matter as much as size in assessing risk in banking.

If the power goes out, business stops... whether you sell roses or you're a big manufacturer.

We… need to recalibrate our expectations for what we access as actionable intelligence. We need to lower that threshold to the appropriate level and we need to have a higher threshold tolerance for pain in the event that we miscalculate or things go wrong or people get caught or something happens.

Spaceflight will never tolerate carelessness, incapacity, and neglect. Somewhere, somehow, we screwed up. It could have been in design, build, or test. Whatever it was, we should have caught it. We were too gung ho about the schedule and we locked out all of the problems we saw each day in our work. Every element of the program was in trouble and so were we. The simulators were not working, Mission Control was behind in virtually every area, and the flight and test procedures changed daily.