You may not be able to Grow out if it
Growth does not always mean excessive risk, but excessive risk is almost always associated with high growth.
Growth has a way of masking problems. Things are changing and it is often very difficult to understand whether the changes are just a lag in reporting the good things that come from healthy growth or if they are leading indicators of major problems.
The firm needs to grow risk management analysis and attention along with highest growth activities. That needs to be demanded from the top. No middle or even high level risk officer will ever have the authority to slow down the part of the company that is growing the best. Firms need to have CEO commitment to extra risk analysis of the fastest growing business.
The firm needs to establish its operational capacity for handling growth. The most common reaction to unexpected growth is to delay hiring additional staff (along with delaying adding additional risk staff as mentioned above). After more delay and more growth, the business might seem much more profitable than expected. Some of that excess profitability is coming from the understaffing. Some of the profitability might be coming from mistakes in recordkeeping due to the understaffing. A sudden delayed effort to fix the under staffing will most often hurt more than it helps in the short run.
And what is most likely to be shortchanged in an understaffed growing situation Why it is quality control and recordkeeping. So if there is a growing problem it is very hard to notice it.
So what to do?
Every great mistake has a halfway
moment, a split second when it can be
recalled and perhaps remedied.
Part of the process of planning for each new thing that might grow, if it is as successful as is hoped, needs to be to determine where that halfway moment might be.