Transformation
The challenge
Transforming the Risk and Finance functions is not the same as organizational transformation. The scope is tighter, the issues more technical, and the cost of a failed transformation translates directly into additional capital requirements or supervisory sanctions.
A modern Risk or Finance function has to absorb multiple overlapping transformations: prudential programs (finalized Basel, FRTB, ECL, IFRS 9), new ESG and climate-related requirements, the modernization of data and IT architectures, the integration of AI into decision chains, and growing demands from auditors and supervisors around documentation and traceability.
OMOTE Advisory supports Risk and Finance departments through these specific transformations — not through generalized organizational transformation, where we make no claim to match a generalist firm.
Our Approach
We work along three principles that set our transformation work apart from conventional transformation.
Business first, technology second. Many transformation programs fail because they are run by IT and calibrated around deploying a tool. At OMOTE, we start from the business purpose — what is the new prudential requirement? what decision should it inform? what process should it replace? — and we let the technology follow.
Function-centered. We work with the Risk, Finance, and ALM departments and their operational teams. Not with the group's central functions. This focus is what enables our engagements to produce a deliverable that is operational for the teams who will have to run it.
Calibrated to regulation. Every transformation we support must, ultimately, satisfy a supervisor. That is the final test of success, and we keep it in sight at every deliverable.
Areas of focus
Prudential programs
Implementation of new regulatory requirements (finalized Basel III, IFRS 9, FRTB, Solvency II) with integrated impact on models, processes and systems. From initial scoping to production rollout and preparation for supervisory dialogue.
Diagnosis, redesign and deployment of risk and finance processes — more efficient, more traceable, aligned with modern requirements. Outcome-driven approach focused on measurable results: productivity, data quality, regulatory reporting timelines.
Integration of climate and ESG requirements into prudential frameworks, rollout of CSRD and Pillar 3 ESG reporting. DORA compliance and operational resilience programs — third-party risk management, business continuity, crisis management.
Modernization of risk data pipelines, integration of AI components into processes, governance of algorithmic decision-making. Industrialization of models with particular attention to auditability and traceability.
Evolution of organizations, skills and governance frameworks. Change management in co-construction with your teams, placing talent at the core of the transformation rather than imposing an external model.