Introduction Unlike in early years, financial institutions all over the world are now facing many challenges of managing their operational risks. With the tremendous increase in financial market deregulation and globalization, coupled with the sophisticated financial technology, risk profiles of financial institutions have increased mainly because of the complexity of financial activities (Abkowitz 2008, p. 25). Recently, risk prevention has become a key objective of corporate organizations all over the globe. Andreas (2010, p.3) defines operational risks as, “the risks of losses arising from failed or inadequate internal processes, systems, people, or from external processes”. Operational risks arise from the execution of various functions in a business. In the management of operational risks, the aim is not to generate profit but to eliminate any operational risks that will translate into massive losses for the company (Garrick 2008, p.36). In this regard, organizations must develop risk cultures that mainly focus on the risk management. Managing operational risk should include inspecting various categories of risks, which can occur in a business organization such as legal risks, environmental risks, physical risks, and fraud risks. Consequently, AlphaDelt, a gigantic multinational bank that mainly focuses on personal financial services and products, is prone to many risks, which will lead to loss of reputation or money following the failure to implement proper risk management program. As an operational risk consultant, I take this precious opportunity to table a report for the Executive Board that addresses the key failures within the Operational Risk Framework of AlphaDelt. People Based on the behavior of the staff employed AlphaDelt, it suffices to declare people one of the key failures in the Operational Risk Framework of AlphaDelt. Following a keen analysis of AlphaDelt case study, I wish to draw to your attention this failure evident in the Operational Risk Framework of AlphaDelt. Employees of an organization are the chief contributors of the colossal losses incurred by the company. As Graeme (1999, p.43) posits, Operational risk is a broad concept that should focus on all risks arising from all sectors used by an organization in its operations. The company bestows a fair deal of power to the senior managers. As a result, it is impossible for junior staff to question their decisions. This critical problem has created a loophole for the senior staff to engage in dubious activities. For instance, Mark, the director of sales and marketing at this company, has powers to decide which firms to award contracts without consulting anyone else. This comes after Helen, the head of Marketing at AlphaDelt, noticed enormous disparities and unprofessionalism in awarding contracts at her department. Helen questioned Mark why a company named BRN Boards received another marketing contract award despite its poor quality work. What exasperated Helen the most was the fact that BRN Boards lacked expertise and detailed professionalism that marketing contracts demanded. In addition, this Operation Risk Framework lacked balances and internal checks. As evident from the case study, the operational risk framework of AlphaDelt fail