Friday, August 14, 2009

To VaR or not to VaR


Risk Measurement has become a whole new soul-search. In the late 1980s, financial markets began a transition into Risk Factor Sensitivities and Potential Loss Amount estimations, as alternatives to talking about Risk in notional amounts of exposure to one instrument or another. Senior management said well what does all that mean? How much could we lose?

And then came VaR!
And now a world with only two types of people – loud VaR-haters and very quiet and docile VaR lovers! Let me make my position crystal-clear: Some of my friends love VaR, some of my friends hate VaR. I agree with my friends.

Strengths of VaR

  • Simple, with intuitive explanations as rough measure of how much a firm could lose e.g.
  • VaR (95% confidence, 1-day): actual losses should exceed this only once in 20 days
  • VaR (99%, 1-day horizon) : actual losses should only exceed this once in 100 days
  • Broad application across instruments and classes; relatively easy to calculate and to understand in terms of dollars, additive, like all dollars fungible. Life was good!
VaR Assumptions, weaknesses, and misunderstandings

  • Tendency to assume Normal distributions, and thus low probability of ‘extremes’. Reality is that financial returns are more skewed than normality suggests - excessively high and low return days are far more common than would be expected;
  • There is often an assumption that history repeats itself, or, the past can predict the future;
  • Now that we all know this, let me say it boldly: VaR does NOT describe the worst case loss (the problem of the little-knowledge-but-very-dangerous-manager). All it estimates is the worst case for a specified probability. In fact, an interpretation of VaR is that LOSSES WILL EXCEED VaR, with probability equal to (1 – VaR confidence level);
  • VaR does not describe the losses in the extreme left “tail” of the distribution. (Conditional VaR can help to measure “the expected loss, given the loss exceeds VaR”)
  • VaR does not distinguish portfolio liquidity; very different portfolios can have the same VaR i.e. VaR is a static measure of risk and does not capture the dynamics of possible losses if a portfolio were to be unwound;
  • Computations can be very complex; there is model risk; precision should not be assumed;
  • VaR-constrained traders can game the system i.e. maximize risk subject to keeping VaR steady. The game repeats itself at several levels; and can trigger an avalanche, because everyone misjudges risk in the same way.
Risk professionals will always use the caveats listed above, and warn against assuming VaR as the worst-case, or even the advisability of relying on a simple number that is statistically generated. With your continued involvement and comments, let us talk some more about VaR, Models, Stress-Tests…

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Posted by Jaidev Iyer, MD, GARP 21 comments

Wednesday, August 12, 2009

Whither Risk Management?

Recent crises have highlighted many failures in managing risk, including at the Board, senior management, regulator, and rating agency levels. But Risk Management failed too…

In measuring risk

  • Risk models misused or specified incorrectly
  • Lack of understanding or attention to issues of liquidity, correlation
  • Ineffective use of stress testing

In mitigating risk

  • Hedges viewed in isolation
  • Concentrations of risk ignored, not understood
  • What-if scenarios and stress-testing inadequate

(And almost above all) in communicating risk

  • Not being proactive enough, just reactive
  • Not ‘managing’ Risk as much as playing to some nebulous ‘support’ and ‘control’ roles
  • Not ensuring an audience (exacerbated by the CRO not being truly in the C-suite)

As discussed under “The CRO of Tomorrow” the fundamental role of the risk manager is to oversee and continually test for “compatibilities” of a firm’s risk-taking with:

  • Its risk appetite (contextualized for the legal-regulatory environment)
  • Products and markets through which risk is taken
  • Returns for taking such risks

As a primer, the fundamental questions for Risk Management should be:

  • Do we know what bet/s we are making?
  • Are our bets those that we can afford to make?
  • Do limits reflect business strategy, risk-tolerance & appetite, our markets?
  • Are positions within established limits?
  • Is the risk/reward ratio appropriate?
  • Is our risk-taking on purpose: do we know the unusual, the unintended, and the unacceptable?
  • Do the right people discuss the risks…and watch over them?

The financial meltdown shows that among the many contributing failures, Risk Management didn’t sufficiently manage risk. Were Risk Managers constrained by the C-suite who wouldn’t hear the warnings, or were Risk Managers not answering (not able to answer) the Fundamental Questions? Either way, Risk Management has some soul-searching to do.

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Posted by Jaidev Iyer, MD, GARP 17 comments