Much can be gained by understanding the key players in charge of running the operations, their roles and responsibilities and who they report to. The Senior and Business Line Management structure should be sufficiently resourced. The number of senior positions should be commensurate with the responsibility and be proportionate to the size and risk profile of the institution, taking into account outsourced functions.
This is often a problematic area for smaller institutions that may find it difficult to attract sufficiently skilled personnel for management role. There should be regular review of the overall management structure to ensure the structure continues to reflect the dynamic needs of the regulated institution, for example, management requirements may shift over time due to changes in risk profile.