407 gies to any sector results in a shift in the culture of the organisation , but maintains that Alizz is more than equipped to manage change . “ Neither change management nor digitalisation are new phenomena ,” he says . “ However , the variety of technical changes , possibilities and innovations is new , as well as demand for extremely high implementation speed and their extensive spillover effects for the entire organisation .

“ This combination has the consequences that various change processes overlap , single-change processes are interrupted , modified or restarted and the organisation thus finds itself in a continuous process of change , if not handled right , thus causing a potential operational risk .” Kallur concludes by noting that , Digital banking is the future . Risk officers have to be prepared . We don ’ t take blind risks , but calculated ones with a business collaborative approach ( risk vs . reward ). That ’ s the nature of my role .”

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