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This research study entitled an Assessment of the Effect of Risk Management System on Financial Performance of Commercial Banks in Rwanda aimed at assessing risk factors that performance of commercial banks like credit risk, embezzlement, theft and among others. Three specific objectives were formulated namely; to analyze the effect of directive control system on Financial Performance of Cogebanque Ltd; to establish the effect of preventive control system on Financial Performance of Cogebanque Ltd; to examine the effect of detective control system on Financial Performance of Cogebanque Ltd. The study examined risk management system and financial performances in Cogebanque Ltd located in Kigali City for a period of four years from 2011-2014. The study used descriptive design. A sample size of 40 staff of Cogebanque Ltd, participated in the study. SPSS software (version 22) was used to process the data and analysis were made by use of frequency/percentages, mean and standard deviation. The relationship between the variables was established by use of Pearsons correlation.  The study established that different risk management systems which consist of directive control system, preventive control system and detective control system. The study revealed that risk management system has improved Cogebanque bank’s return on investment, profitability, liquidity, return asset and return on equity and loan returns by 72.7%.

One of the ways to improve performance of MFIs is to encourage them to form strategic alliance. The purpose of this study was to assess the effect of strategic alliance management on the performance of Microfinance Institutions in Rwanda. The target population was 491 MFIs, and a sample size of 220 was determined using Slovene's formula. Primary data for the study was collected by use of structured questionnaire. Structural Equation Modeling (SEM) was used to establish the relationship between strategic alliance management and performance of MFIs. The SEM results revealed that the model was significant (𝛘 𝟐 = 𝟐𝟑. 𝟓𝟔, 𝐩 = 𝟎. 𝟎𝟓𝟏𝟖) with the overall R2=0.588. This implied that 58.8% of the performance of MFIs is influenced by the changes in strategic alliance management. The results have both practical and theoretical implications. Since a positive relationship exists, it is recommended that policy makers as well as managers/CEO in MFIs should promote strategic alliance as a tool for improving the performance of these organizations.