Risk Management Implementation (I): In important but very difficult to answer question is whether the banks truly integrates credit risk management into the decision making process. Unfortunately, the further from a crisis, the more complacent organisations tend to become about integrating credit risk management in their day-to-day decision-making process. What process does the bank follow that inputs credit risk management into business decision processes, i.e. how is credit risk understood and used in practice? How does the organisation learn about credit risk? When and where does credit risk management enter the decision-making processes? How consistent is the integration between credit risk management and business decision processes? What are limits in the integration? Any mechanism to recognize and address these limits? How does the board and management test their thinking to ensure they are managing the risks their shareholders face? Answers on implementation can be found during crises periods when organisations have to react to credit risk events and implement it in their decision making. During normal periods risk is of less concern to decision makers. Does the firm have an individualist credit culture (focus on competitive nature) where individuals have to carry the responsibility and blame for credit risk? An hierarchical culture, where responsibility and blame for credit risk is at the top? An egalitarian culture, where the responsibility and blame for credit risk is shared? A fatalist perspective where fate (bad luck), itself, is blamed?