How can we support you?
Operational and business process risk assessment helps organizations identify, quantify, and manage the risks embedded in day‑to‑day operations and end‑to‑end processes. The service focuses on revealing critical vulnerabilities, prioritizing remediation, and aligning risk exposure with strategic and regulatory expectations.
End‑to‑end operational risk mapping and diagnostics
+
Operational risk exposure is first mapped across key value chains, functions, and locations to build a fact‑based view of vulnerabilities. Radner conducts structured interviews, document reviews, and walk‑throughs of core processes to capture how work is actually performed, not only how it is described in procedures. Control design and execution are then assessed against leading practices and regulatory expectations. Particular attention is paid to manual workarounds, spreadsheet‑based activities, and handovers between teams, where errors and fraud most often arise. The outcome is a clear inventory of operational risks, control gaps, and single points of failure, ranked by potential impact and likelihood. This diagnostic becomes the foundation for targeted remediation and ongoing risk monitoring.
Business process risk assessment and control design
+
Key business processes such as order‑to‑cash, procure‑to‑pay, record‑to‑report, and customer onboarding are analyzed to identify where risks to accuracy, timeliness, compliance, and customer experience are concentrated. We decompose each process into activities, decision points, and data flows, and then link these elements to specific risk scenarios. Existing controls are evaluated for effectiveness, efficiency, and automation potential, including segregation of duties, approvals, reconciliations, and system validations. Radner then designs or refines control frameworks that are proportionate to the risk, embedding preventive and detective mechanisms directly into workflows and systems. Recommendations include pragmatic quick wins as well as structural changes, such as process redesign or consolidation of critical activities. The result is a more resilient process architecture that reduces error rates, rework, and operational losses while supporting growth and innovation.
Quantification, scenario analysis, and risk appetite alignment
+
Operational and process risks are quantified using a combination of historical loss data, expert judgment, and scenario analysis. We work with stakeholders to define severe‑but‑plausible scenarios, such as major system outages, process breakdowns, or third‑party failures, and estimate their financial and non‑financial impacts. These insights are then used to calibrate risk appetite and tolerance levels, translating high‑level statements into measurable thresholds and indicators. Radner supports the development of key risk indicators and early‑warning triggers that are directly linked to process performance metrics. Capital, insurance, and contingency planning implications are assessed to ensure that residual risk remains within agreed boundaries. This approach enables management to make informed trade‑offs between control investment, operational efficiency, and risk exposure.
Embedding risk management into operations and continuous improvement
+
The focus then shifts from one‑off assessment to embedding risk thinking into daily operations and continuous improvement routines. We help define governance structures, roles, and responsibilities so that process owners clearly understand their accountability for risk and controls. Standardized risk and control self‑assessment practices are introduced or enhanced, supported by practical templates and training. Radner works with operational teams to integrate risk considerations into change management, automation initiatives, and vendor selection, reducing the likelihood of introducing new vulnerabilities. Data and technology are leveraged to enable ongoing monitoring, including dashboards that combine operational KPIs with risk indicators. Over time, this creates a culture in which operational risk is managed proactively, and process improvements are evaluated not only for efficiency gains but also for their impact on the organization’s risk profile.
