Aug 18, 2026 · 29 min · 9 segments
In this episode of Ground Truth, Control Risks and Standard Chartered examine enterprise security in an era of converging risk, exploring where security begins, why boards must reframe AI risk, and…
Shelley BolandGuest
James OwenGuest
Casper LaytonHost
Uh, Shelley, of course, being safe, secure, and resilient is absolutely brand critical for an organization like Standard Chartered.
You must have a clear understanding that security and resilience is, is part of how the bank operates versus reliant on one department, you know, called security.
And for us, it's less about the organizational chart, but it's where the work needs to be done.
And that's why when you're looking through the emerging risks and, and the things that we're dealing with on that global landscape now, it has to be an integration of the teams that come together around operations, business continuity, the technology team, the real estate team, and our supply chain, all in service of the clients and the colleagues.
As you mentioned, for a bank, trust and our brand and reputation is paramount, and part of that is that confidence that we're taking care of your assets, we're taking care of your investments, we're taking care of our colleagues.
And therefore, something like enterprise security has got to be a mindset within the organization, less about, you know, guards and cards and, and how we actually turn up in that posture every single day.
So James, um, looking at other organizations that Control Risks work with, what's your sense of how well leaders are managing to make this shift of integrating perhaps the, you know, cyber, physical security, resilience, insider risk, third-party risk, bringing all those pieces together in a way that actually becomes that, that cultural cross-organization function that you have stated is so important?
Um, I think a lot of organizations are looking at risk in a much more joined-up way than they were before.
But I think many are still structurally finding it difficult to do that, because it is a difficult aspiration to achieve very, very simply.
I think actually financial services is further ahead than most other sectors in this regard, and that's largely because regulation has required banks historically to map their dependencies, their critical services-
Um, so we can see the impact of the way that regulation has su-supported those efforts there.
Um, that was a effort to focus on testing the resilience of the financial services sector, but with a physical security scenario that then played out very much in terms of the cyber, the operational, and the broader financial impact of that on, on the sector as a whole.
It wasn't long ago that we saw, for example, in the United States last year, specifically in Chicago, where the failure of a cooling system within a data center had a direct impact on the ability of financial exchanges in the United States to operate.
That has a major impact that then f-follows on in terms of the way that organizations, um, manage their AI-enabled services that were themselves dependent on that, um, data center.
Uh, Shelley, of course, being safe, secure, and resilient is absolutely brand critical for an organization like Standard Chartered.
You must have a clear understanding that security and resilience is, is part of how the bank operates versus reliant on one department, you know, called security.
And for us, it's less about the organizational chart, but it's where the work needs to be done.
And that's why when you're looking through the emerging risks and, and the things that we're dealing with on that global landscape now, it has to be an integration of the teams that come together around operations, business continuity, the technology team, the real estate team, and our supply chain, all in service of the clients and the colleagues.
As you mentioned, for a bank, trust and our brand and reputation is paramount, and part of that is that confidence that we're taking care of your assets, we're taking care of your investments, we're taking care of our colleagues.
And therefore, something like enterprise security has got to be a mindset within the organization, less about, you know, guards and cards and, and how we actually turn up in that posture every single day.
So James, um, looking at other organizations that Control Risks work with, what's your sense of how well leaders are managing to make this shift of integrating perhaps the, you know, cyber, physical security, resilience, insider risk, third-party risk, bringing all those pieces together in a way that actually becomes that, that cultural cross-organization function that you have stated is so important?
Um, I think a lot of organizations are looking at risk in a much more joined-up way than they were before.
But I think many are still structurally finding it difficult to do that, because it is a difficult aspiration to achieve very, very simply.
I think actually financial services is further ahead than most other sectors in this regard, and that's largely because regulation has required banks historically to map their dependencies, their critical services-
Um, so we can see the impact of the way that regulation has su-supported those efforts there.
Um, that was a effort to focus on testing the resilience of the financial services sector, but with a physical security scenario that then played out very much in terms of the cyber, the operational, and the broader financial impact of that on, on the sector as a whole.
It wasn't long ago that we saw, for example, in the United States last year, specifically in Chicago, where the failure of a cooling system within a data center had a direct impact on the ability of financial exchanges in the United States to operate.
That has a major impact that then f-follows on in terms of the way that organizations, um, manage their AI-enabled services that were themselves dependent on that, um, data center.
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