A case in point pertains to the use of cards by customers of banks. A decade ago, banks had to offer incentives to customers to use cards for their transactions, and there was general reluctance to use the card by even the discerning customer.
Finally, the complexity of these organizations makes it more difficult for executive management to view risk in a comprehensive way, both in terms of aggregating similar and correlated risks, but also in identifying potential conflicts of interest between the growth of a line of business and the reputation, legal, and compliance risks of the firm as a whole.