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Article title
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Abstract
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Key words
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Relevance for practice
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1. Introduction
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1.1. Prolonged low interest environment
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1.2. Digitisation of the financial sector
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1.3. Circumstances affecting operational resilience
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2. The current state of KRIs
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2.1. Some reasons for suboptimal KRI implementation
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1. KRI-deployment is haphazard
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2. KRIs are not relevant for (day-to-day) management
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3. Not all stakeholders are actively involved in defining KRIs
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4. KRI collection relies on too many manual interventions
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5. KRI usage remains at very low levels
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3. What happens if KRI usage continues as-is
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4. What would an ideal system of KRIs look like
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Characteristic 1. A clear understanding of what is measured by the KRI
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Characteristic 2. A keenly awaited batch of new KRI information
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Characteristic 3. KRIs that allow corrective action
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Characteristic 4. KRIs that are routinely collected
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Characteristic 5. KRIs that are deployed close to the decision makers
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5. Some practical steps on the road to revitalised KRIs
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1. A clear understanding of what is measured by the KRI
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2. A keenly awaited batch of new KRI information
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3. KRIs that allow corrective action
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4. KRIs that are routine collected
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5. KRIs that are deployed close to the decision makers
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6. Conclusions
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Acknowledgements
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References