The Ninth Day of BCBS 239: Competitiveness

By Stephen Engdahl | 16 December 2014

Since G. Sibley has addressed the data management Fundamentals – data definitions, governance, architecture, and scope, and has developed new data management Capabilities - quality, timeliness, flexibility, and traceability, it is now time for him to focus on how to leverage these to make his business better. 

G. Sibley fancies himself a formidable competitor, both in business and when hunting down the last teddy bear in the store. After all, he has family to provide for.

One benefit of the effort which goes into BCBS 239 is improved competitiveness.

Competitiveness stemming from BCBS 239 implementation takes several forms.

One competitive advantage to those who take BCBS 239 seriously is a better bottom line. Consolidating and streamlining data sourcing, standardisation, cleansing, and distribution operations across your organisation will allow you to eliminate duplicate operations, improve automation, and boost efficiency.

Better risk analysis is another competitive advantage – with timely, accurate data feeding into the risk process, banks who achieve BCBS 239 compliance will be able to make better judgements regarding potential exposure, credit risks, and proposed new business opportunities.

There’s also a direct link between BCBS 239 and competitiveness:

  • BCBS 239 Principle 13 gives bank supervisors the option to veto new business initiatives including mergers and acquisitions, if the bank is unable to provide an implementation plan which shows that robust risk data aggregation is possible.

G. Sibley will discover that a solid BCBS 239 infrastructure – the Fundamentals and Capabilities – will result in better operations, better risk analysis, and greater business opportunities.

Look out for day ten tomorrow.

By Steve Engdahl, SVP, Product Strategy, Goldensource 


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