For years now we've been trying to deal with the consequences of the scandals.
An entire Risk organization has been buikt (sort of) to ensure we manage risk and audits abound to ensure that tgise controls are in place and working.
My observations are these:
The lack of coherent strategic planning and communication regarding our layoffs, return to office and covid policies has both internal and external observers scratching their heads.
Does this not present us with two distinct risk categories that as far as I know are not being mitigated?
Operational risk is far higher now due to the loss of key thought leaders and innovators. This is occurring on both the side of layoffs with no apparent valuation for key roles (architects, security, process owners etc) and in voluntary seperations by tge ones left behind who do deep thinking and predictive analysis on implications. The risk of a line being unable to do return to service on a failed app or losing key process knowledge on how systems work is extremely high and i dont see documentation happening.
The second I see is reputational. The complete disregard for the employee experience and inefficient human resourcing will pay negative returns in getting key talent on board to deal with risk 1 presented above. I will never consider Wells Fargo a viable employer ever again and have told my friends so. The penalty that will be paid in reputation will last generations. People wont come here to learn something new or challenge themselves. They will come here because they can't and won't have to. That presents serious risk to operations and in return: share holder value. Overcompensation in salary will have to occur to convince leaders and tech experts to override thier innate sense of warning when considering employment here and we all know money is a poor motivator after the second month and several wtf moments
Maybe I am off base here, but it seems to be common sense and our Risk organization and audit people should be doing semaphore with red flags.
Thoughts?