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Evolution of the Workplace
in Financial Services
© 2015 Efma and HP limited. All rights reserved.2
© 2015 Efma and HP limited. All rights reserved. 3
Efma and HP are glad to present this study on the Evolution of the Workplace in Financial Services.
We have decided to conduct a survey, gathering answers by over 50 financial institutions from
over 25 EMEA countries, to assess how the evolution of some working paradigms is transforming
the workplace and, in turn, the way companies relate to their employees and customers.
The consumerization of the financial sector is forcing a transformation of traditional business
processes and enabling the growth of new competitors. Established players need to create new
ways to engage with customers, but also to develop innovative staff collaboration solutions, which
will change their employees’ way of working. Technology enhancements, such as the cloud and the
mobile revolution, legitimate the expectation of anywhere and anytime access to information.
Millennials entering the workforce want to have access to the same smart technology at work as
they have at home and bring their personal devices into the office: the line between the “private”
and “professional” world is blurring. These changes can be a great opportunity for financial
services companies to diversify their offering, become more flexible and improve customer
confidence; at the same time, they also raise issues, for example in the security domain.
In this analysis we have been focusing on the financial sector employees, in various business and
management functions. We have asked them about their level of satisfaction with the current
workplace, and its readiness to cope with the emerging trends. The result has been interesting:
most companies seem to take a “wait and see” approach, reacting in a tactical way to some
inevitable innovations (e.g. giving to employees the same ability to access mobile applications as
customers), but rarely driving the phenomenon as a growth opportunity, or addressing it with a
comprehensive set of policies. In a world that is dramatically transforming, with unconventional,
aggressive players targeting their customer base with new and engaging approaches, many
institutions seem cautious about transforming the workplace.
Why? There are multiple reasons, but two emerge as primary. First, the difficulty to adapt and
transform the human capital: employees clearly need help in making the cultural leap to the new
mobile and flexible workplace. Second, amongst the “technical” aversions, the risk of security
violations and fraud takes the top spot. Hence, a comprehensive approach to mobility, with focus
on employee enablement and security would be advisable.
We hope that you will find this study useful, and look forward to continuing to monitor significant
developments in workplace innovation on your behalf.
EMEA Mobility & Workplace Leader
HP Enterprise Services
© 2015 Efma and HP limited. All rights reserved.4
Table of Contents
o Executive Summary
o Workplace evolution – an IT perspective
o Workplace evolution – a business perspective
o The Efma - HP Survey
o Part 1: Today’s Workplace
o Part 2: Trends affecting the Workplace
o Part 3: Evolution of working styles
© 2015 Efma and HP limited. All rights reserved. 5
The evolution of workplace in Financial Services is strongly linked to the evolution of mobile
devices and applications, which allow to offer new customer services. For example:
• Banks enrich the user experience with mobile payment solutions.
• Insurance companies enable people to file claims directly from the crash site.
• Financial analysts manage portfolios with anywhere access to investment information.
• Branches leverage location aware services to create new ways of customer interaction.
A world where a growing 60 percent of the population has a mobile device presents both
opportunities and challenges to the financial services workplace. The quality of mobile
solutions deployed within the company, as well as the readiness of the workforce to face
new ways of interacting with customers and markets, will be critical success factors. In
addition, institutions need to guarantee the regulatory compliance and data protection
standards on which they have built their reputation.
When it comes to workplace transformation, there are three principal drivers for change:
• Optimize the provision of traditional workplace efficiency and reduce costs
• Support employee enablement and productivity, whilst attracting and retaining talent
• Develop new business models to deliver greater value to customers
We have structured our survey along these axes, and the key findings are:
• The overall level of satisfaction with the current workplace services is acceptable, scoring
6.9 in a 1-10 scale; the three most common issues with the current environment are long
repair times, slow network access and inability to run mobile applications.
• Modern technologies to reduce operational costs of the current workplace, namely in the
support space, have limited adoption. Also the adoption of cloud based software for
personal productivity is cautious.
• When asked to express a wish in free text format, the majority of respondents converge
on the need to have mobile devices for work.
• The expected increase in usage of mobile devices at work is significant, although they will
not become the predominant workplace platform in the short term.
• Most respondents agree on the need for training in order to bridge the cultural gap
towards new technologies.
• Security risks (disclosure, fraud) are the main obstacle to a wide adoption of mobile
• Various security mechanisms are in place to protect remote access, like in the case of
home working, but only one user mentioned the existence of a comprehensive security
policy for this.
© 2015 Efma and HP limited. All rights reserved.6
Workplace evolution – an IT perspective
Employees demand the ability to work anywhere, at any time, using a variety of devices
including corporate owned PCs and notebooks, but also personal tablets and smartphones.
They use these devices in increasingly diverse locations: home offices, call centers and even
coffee shops – thus driving up the cost of managing the devices, maintain the installed
applications and protect sensitive data. For example, to address the threat of data loss, and
meet the strong regulatory requirements about this, companies must enforce stringent data
privacy, retention and protection policies. How can this be done efficiently and in a cost-
As financial services industries across the globe enable mobility, the IT departments face the
challenge of finding the perfect “balancing act” between the need to control costs, meet the
evolving business needs and provide a good user experience. A workplace innovation strategy
should therefore consider the following key areas.
Flexible delivery models - Access to key resources (people, platforms, tools, technologies)
should be regulated by flexible commercial models, including pay-per-use, self-based support
schemes, and “as a service” offerings – to enable mobility systems and services to quickly
adapt to business requirements.
Security - Security is often ranked as the number-one issue for enterprise mobility, as it brings
many new challenges. One of them, for instance, relates to the case of a lost or stolen device.
Can it be used to gain access to sensitive enterprise information? Does it store passwords or
account numbers without encryption? Security policies and operations should be extended to
include such new risks.
Device diversity - The rapid integration of mobile technologies into people’s lives is forcing
organizations to support a very diverse range of preferred devices from different vendors.
They also use a variety of applications for similar tasks: mobile browsers, for example, include
Chrome, Safari, Silk, IE, and Firefox. The challenge for IT is to implement new processes in the
most possible device-independent way, to be able to contain the cost of development, testing
and ongoing management.
Performance - The quality of the user experience is greatly impacted by the end-to-end
performance of the mobile applications. They traverse multiple layers of technology and
network segments to deliver enterprise information when and where it is needed.
Performance should be validated on real devices, in real locations around the globe, and
across real carrier networks.
Time to market - New mobile applications and services are often deployed to increase
competitive advantage, or to react to new user needs: deployment time is essential. New
application development and testing approaches should be investigated, to find an ideal
compromise between speed of release, quality and maintenance.
© 2015 Efma and HP limited. All rights reserved. 7
customers on the
loyalty and revenue
work with secure
access to enterprise
impacts the need
The fast evolution
applications to work
activities require a
simplified model to
share and maintain
skills and expertise.
For IT, delivering
mobile apps across
a broad range of
“write once, deploy
develop, test, and
for productivity & style
Blurring of professional/
Workplace evolution – a business perspective
Financial sector customers use mobile applications to check their balance and recent
transactions, transfer money to other accounts, look up the location of the branch and pay
bills. They are also attracted by technologies that enhance the user experience, such as near
field communication (NFC) and in-branch beacon technology, which allow interaction with the
customer mobile devices to provide special offers and contextually relevant information.
The traditional bank or insurance office, often based in town centers, is also transforming, as a
result of market changes and the increase in home working. The “new” offices will need to
offer differentiated customer experiences, to compete with the online offering.
Employees must adapt to these and other changes, in a context where the clear separation
between “workplace” and “home” is beginning to blur. The impact of technology and business
changes is in fact resulting in many employee lifestyle changes as well. This is an important
aspect to consider, and departments such as Legal and HR should be part of the workplace
The following diagram summarizes the driving forces in the workplace evolution and some
important implications for customers, employees, and IT departments.
© 2015 Efma and HP limited. All rights reserved.8
The Efma – HP survey
The Efma-HP survey on Workplace Evolution in Financial Services has been conducted
in April and May 2015.
Answers have been received by employees from over 50 EMEA Financial Institutions in
more than 25 different countries.
The survey is divided in 3 sections:
- Today’s Workplace: this section analyzes the current status of workplace services,
and the level of satisfaction. It gives a picture of the “present”.
- Trends affecting the Workplace: this section focuses on trends in employee’s
enablement and productivity (e.g. working from home, using mobile devices) and
evaluates their impact on the workplace.
- Evolution of working styles: this section focuses on the “future”, asking predictions
on the adoption of some technologies and working styles.
Data is presented as a percentage over the number of respondents to a specific
question. In some cases information derived from multiple questions has been
consolidated into a single table or graph.
© 2015 Efma and HP limited. All rights reserved. 9
PART 1 – Today’s Workplace
Today’s Workplace is evolving. The survey reveals that the “traditional” personal
computer, owned and supported by the company, is still the prevalent modus
operandi. But the model is changing: user feedback indicates a growing interest in
the adoption of mobile devices and cloud applications.
© 2015 Efma and HP limited. All rights reserved.10
There is an ongoing debate in the IT industry about “how” and “when” smartphones and
tablets will replace laptops and desktops, especially in the workplace.
In the following questions we take a look at today’s status, and respondents clearly indicate
that the primary platform used is a company-owned PC (laptop or desktop).
This hints at a use pattern where the main tasks (accessing central systems, document
processing, running business software) are still PC based, while mobile devices are dedicated
to more occasional activities (simple data lookup, email checking, communications).
With the strong decline in the desktop PC market, and the need for more flexible office
space, however, the current dominance of desktop PCs is on the verge of a big change. This
might also trigger changes on the ownership of equipment, today’s primarily in the
Which client device is most
popular amongst your users?
Are employee’s client devices
provided by the company?
1.1 Traditional platforms are still the main paradigm
Network Terminal Tablet – 2%
No, equipment is primarily
rented through a third party
© 2015 Efma and HP limited. All rights reserved. 11
Which operating systems
are currently installed on
most client devices?
1.2 Microsoft dominance in Client Software
An analysis of the current operating environment on the “client” side shows the predominance
of Microsoft Operating systems (no answers were collected for the “Other” and “Linux”
options to the first question), and a usage of PCs primarily for personal productivity (i.e.
Microsoft Office) or as front end to applications.
The second question included other options like “Terminal Emulation” or “Decision Support”
which were never reported as frequent. The Decision Support side, in particular, may be worth
some special attention moving forward: as employees are more and more empowered to take
decisions in short times, for instance when reacting to competitive offerings, it is important to
allow them to access the proper decision support resources from their workplace.
It is also worth considering the extent at which the Microsoft-only focused culture may become
an issue in deploying alternative client platforms, as it also will be pointed out later in the
Which applications are
mostly used on the
(Vista, XP, etc.)
Windows Version 8
Windows Version 7
Front end to applications
© 2015 Efma and HP limited. All rights reserved.12
1.3 Slow adoption of cloud productivity software
The adoption of cloud personal productivity software, which enables not only IT cost
optimization, but also allows a greater independence from the client device used, seems to
be just at a starting level.
This is aligned with the previous findings, revealing a somewhat traditional approach, with
high performance PCs running locally personal productivity applications. It is, in fact, a
consolidated working model where, probably, the higher support cost (and/or response
times) can still be justified.
The Microsoft/Google ratio is understandable considering the strong Microsoft workplace
legacy in this sector.
Are you using Microsoft Office 365
to get services from the cloud?
Are you using Google Applications to
get services from the cloud?
No, but it is planned
No, but it is planned
© 2015 Efma and HP limited. All rights reserved. 13
1.4 Limited Self Service in Support
Which support Model is mostly used to support end user computing?
Which of the following self-service support features are you using?
Over the last few years, CIOs and service managers have increased their focus on cutting user
support costs. In parallel, users’ expectations have been evolving, and the number of devices,
applications and data that they need is growing. This imbalance has led to new ways of
approaching basic IT services, with more automated process and, whenever possible, self
service, user driven tasks.
Our answers show that, while the support process has been in most cases streamlined and
centralized with a single help desk for troubleshooting and incident management, the
adoption of self service support capabilities is limited, and mostly devoted to simple task like
password reset or provisioning.
Installing operating system
Centralized Help Desk93%
On-site Technical Resources – 2%
Self-service interface – 2%
I don’t know – 2%
© 2015 Efma and HP limited. All rights reserved.14
Can you rate the top 3 issues you see today in your workplace environment?
How would you rate your
overall satisfaction with
(1 to 10, with 10=best)
1.5 Overall workplace satisfaction is ok
The overall level of satisfaction with the current workplace is quite acceptable.
The main issues identified, though, seem to suggest that the corporate-provided service to
repair PCs and to ensure proper quality of service are critical areas. Both issues point at
common weaknesses of the “static workplace” paradigm, and may be addressed by a
transformation of the sourcing model for equipment and/or by leveraging multiple
Also important is the request for popular mobile applications and the high satisfaction with
“home based IT”, both showing that enterprises are affected by choices of technologies and
working models driven by employees, rather than IT departments.
Time to fix a broken PC is too long
Response times are too slow
I am unable to run mobile apps
IT at home seems better than IT at work
The network is often unavailable
Systems often down for maintenance
I have experienced Data losses
© 2015 Efma and HP limited. All rights reserved. 15
1.6 If you could change one thing …
If you could change one thing in your current Workplace, what would that be?
(Free Text answers, categorized below)
In this first part of the survey, we included the following “open” question, with no predefined
answers. It allowed users to add comments or wishes not captured by previous questions,
and to identify what issues should take priority, moving forward.
We have grouped the textual answers received in 4 categories.
The trends emerging more clearly seems to be the “home” or “home-like” approach to the
workplace, as well as the strong need for mobile devices enablement.
Support Android for mobile integration
Tablets instead of laptops
Mobile Access for All
Laptops and smartphones for everyone
Develop policy for working at home
Make it even more look like at home
Full accessibility from home
Migration from Lotus Notes to Office 365 […]
Ordering of IT related items without need to ask an IT specialist
POLICIES - WORKING STYLE
Less Security policies
Attitude towards personnel (needs radical improvement)
Replace our management
Reduce open space size in order to be more efficient
I would like not to be working in an open space
© 2015 Efma and HP limited. All rights reserved.16
Part 2: Trends affecting the Workplace
This section highlights some technology changes that affect the way employees
communicate, relate to customers, share information and take decisions. Some of
the changes are indicative of a broader trend, like the usage of personal devices at
work. Company policies should be able to address these new trends.
© 2015 Efma and HP limited. All rights reserved. 17
Internet access is nearly always available from working premises. This brings the common
advantages and disadvantages for a company. For example, access to social networking can
ensure a better knowledge of customers via their published information, but may also impact
negatively on employee productivity. Also, access to personal e-mail can be a plus for better
work-life balance, but it may expose the company to additional security threats. In most cases
an internet usage policy can help, by setting standards of conduct for common activities, like
internet browsing from the workplace.
The study also shows that access is often limited to company-owned PCs, which represents a
simple but costly way to ensure access control.
2.1 Internet Connectivity available with some restrictions
Can you access the internet from your workplace?
Can you connect to the company intranet …
Anywhere I am, also
from home, from the
company’s client device
Wherever I am and from
any client device
Only from my
in the office
Anywhere within the
Yes, but restricted to
a few sites or
No – 2%
© 2015 Efma and HP limited. All rights reserved.18
Which of the following technologies have you recently deployed to
reduce IT costs and improve employee productivity?
2.2 User Profiling is important to improve efficiency
Regarding the recent adoption of new technologies to improve productivity, User Profiling
comes up first. User Profiling means adopting different technology configurations to match
different user needs. Users with similar IT needs are assigned to profile groups in order to
enable a cost effective allocation of the IT budget. A group is allowed to use only the
features and technology needed for its profile, away from the “one size fits all” approach.
The adoption of Unified Communication (see more details in the next question) is growing
and so is the use of Client Virtualization Services (CVS). CVS allows to deliver centrally-
managed applications and virtual desktops hosted in a data center, instead of being installed
locally on a user’s device. This technology simplifies desktop and application management
and enhances security by keeping all data centrally, rather than on endpoint devices.
© 2015 Efma and HP limited. All rights reserved. 19
Unified Communication and Collaboration (UC&C) enables better collaboration by unifying
formerly separate modes of communication into a single, combined user experience. Email,
text, and voice messaging work seamlessly with live voice, audio and video conferencing,
with a single interface, including “presence” notification to indicate users’ availability.
An immediate benefit of UC&C is the opportunity to reduce telecommunication costs up to
50%. Considering that, for the average IT budget, the network and communications portion
represents about 20% of the total, this savings opportunity can be quite attractive. But,
apart the undeniable results in terms of cost reduction, UC&C is also an enabling technology,
connecting personal and mobile devices with the company infrastructure and allowing the
development of new solutions in customer care, trading, investments analysis, etc. Once
UC&C is in place, it becomes a platform for integration with enterprise systems, applications
The adoption journey for each client is different, depending on the client’s goals, budget,
timeline, and technological maturity.
Over 50% of the respondents are using UC&C internally, which reveals a stable basis for a
typically non reversible phenomenon.
2.3 Unified Communication & Collaboration is established
Do you normally use Unified Communications and Collaboration internally?
No, although it is available
No. It is not available
© 2015 Efma and HP limited. All rights reserved.20
Does your company provide the tools
and ability to work from home?
2.4 Home working is present and protected
What security systems are in place to protect company data on home devices?
When it comes to work perks, flexibility is one of the favorite options, whether that
means occasionally telecommuting from home, working variable hours or being part
of a job share.
About 65% of users report that their organizations allow home working, in 90% of
the cases using laptop or desktop systems, most likely company-owned.
Many users also replied to a free-text format question about security mechanisms
available from home when connecting to the company network or applications.
It is worth noticing that, when answering this last question, only one user mentioned
the existence of a security policy regulating remote (including home) access.
Yes, full access Yes, with some restrictions
This was a free-text question. Most common answers have been categorized. Percentages have
been calculated on the total number of respondents, who often expressed multiple options.
Password Locks 67%
VPN access 53%
Antivirus Software 47%
Data Encryption 40%
© 2015 Efma and HP limited. All rights reserved. 21
2.5 BYOD is a main trend for mobile devices
Does your company allow BYOD?
The term “BYOD” means “Bring Your Own Device” and indicates the opportunity, for
employees, to use for working purposes their own personal device (in general smartphone or
tablet, more rarely a laptop) instead of a company-provided one.
BYOD has become an increasingly important issue for business over the past few years. More
and more people are using personal devices for work. The trend is similar for applications
and services: as consumer apps, such as Google+ Hangouts and Dropbox provide better user
experiences, people always find creative ways of using them. The trouble is, of course, that
under-the-radar hardware and software can bring serious headaches for IT departments
when it comes to software provisioning, troubleshooting and - in particular - data security.
The study shows that BYOD is relatively well established in business, primarily in association
with smart devices.
Yes, but only on smartphones
Yes - on all devices
No, but it is planned for
smartphones and/or Tablets
© 2015 Efma and HP limited. All rights reserved.22
Part 3: Evolution of working styles
Radical changes are happening to the workplace. It is essential to define an
Enterprise Workplace strategy covering multiple areas, from risk assessment to
user enablement and training. This will allow companies to leverage innovation and
transform interactions with customers, employees and partners into revenue
opportunities and productivity gains.
© 2015 Efma and HP limited. All rights reserved. 23
Do you expect that the percentage of your employees having the ability to
work outside company premises will grow in the next two years?
Do you expect that your employees will use a mobile device (smartphone,
tablet) as part of their daily job over the next two years?
3.1 Mobility & Home working increasing, but not getting predominant
Technology innovations have elevated individuals to unprecedented levels of empowerment,
transforming the way workforce looks at work – and at the workplace. Employees expect to
be engaged in a flexible and inspiring way, designed to enhance creativity and productivity,
with information at their fingertips.
Regarding the evolution to new working styles, anyway, the study indicates that the
transition is not expected to be disruptive: users foresee a growth in home working and
mobile devices adoption, but the two phenomena will rather enrich the current user
experience, as opposed to radically changing it.
Yes. By at most 20%
Yes. By 20% to 50 %
Yes. By over 50 %
© 2015 Efma and HP limited. All rights reserved.24
What are the main challenges connected with enabling mobile access to
corporate applications by your employees?
Risk of fraud or security violations 43%
Loss of data 25%
Confusion because of mixture of personal & company data 19%
High costs to keep up with technology updates 18%
Lack of support skills to help users 9%
Lack of skills to develop new applications 4%
3.2 Security is the main challenge
Today’s workers increasingly meet, share, discover and get work done via technology, and
they expect technology to seamlessly empower them both in their personal and
professional lives. Embracing this somewhat inevitable trend poses important challenges
for the organization in charge of workplace deployment and support.
In a multiple answers question about main challenges, security issues are loudly reported
as the number one obstacle to adoption of a “mobile” working style. To notice also the
third answer in the graph, on the risk of mixture between personal and company data,
possibly resulting in privacy violations or, again, in accidental disclosure of company
information to personal circles.
© 2015 Efma and HP limited. All rights reserved. 25
Do you believe your employees have the necessary skills (technical and
organizational) to face the evolution of their workplace?
3.3 Users want training
As reported in previous questions, users are overall satisfied with the level of technical skills
available on the market about mobile applications. There is a clear perception that
technology evolution will not be affected by the lack of “off the shelf” knowledge about
developing or deploying mobile applications. Security, as we have seen, is a perceived issue,
but it also can be addressed, at least from the technology standpoint, via commercially
That said, when looking at the technical and organizational skills of employees, the
perception is different, and there is an important cultural gap to be filled. People clearly
understand the inherent value of mobile devices and the basics of their usage, but
“mapping” the full potential of such technologies to solve business problems may require
competencies and attitudes that would benefit from some form of knowledge sharing or
more formal training.
Over 80% of respondents agree on the need for training to enable them to make the most
of new technologies, and get the necessary confidence to adopt new working styles.
Yes, but with the
help of a short self-
based trainingYes, but need a
know Yes – 2%
© 2015 Efma and HP limited. All rights reserved.26
This survey has demonstrated the desire of employees to move from the current workplace to a
more “mobile” environment. However, this anywhere and everywhere change is happening at
different speeds, with different priorities and with some prudence. This is mostly linked to the
highly regulated and security-driven requirements of the financial sector. It is important that
employees, managers and IT functions realize the emergence of new working styles and that
they see them as an opportunity rather than a threat. It is possible to exploit these new working
styles to empower the workplace and to deliver enhanced experiences to customers. To benefit
from these changes will require comprehensive policies and a clear roadmap to the future.
We hope you enjoyed the survey and could benefit from our insights.
How to move forward? We include below a few recommendations, gathered in various
workplace transformation projects around the world.
Some recommendations for a successful workplace transformation
Move beyond the device: shift the workplace management focus from PC break & fix to
enabling data and applications needed by new working styles, and establish the required
security levels. Take a comprehensive approach with an end-to-end architecture designed for
today’s usage patterns.
Design new support models: the workplace is evolving towards an heterogeneous set of
devices and operating systems, some of which possibly owned by employees. Support must
adapt with more automated and self-service based schemas. As an example, consider an
incentive program to motivate users who are ready to pursue the self-help route.
Involve representatives from legal and HR: legal and social aspects connected with device
ownership, flexible working etc. must be addressed as part of the workplace transformation.
Country-specific regulatory restrictions should also be taken into account.
Re-think the security and network perimeter: centrifugal forces are bringing security and
enterprise networks beyond the usual well defined boundaries. Broader policies and operating
procedures should be enforced, to limit the relative risk.
Define a user-based data access and protection model: user segmentation, in terms of
service levels and data protection, rather than “one size fits all,” is an imperative in providing
the flexibility required to adapt to new business models. It’s important to design data access
patterns based on users roles, rather than data formats or storage platforms.
Decide how to integrate popular user-selected Internet services: it is important to establish
guidelines for usage of popular services, such as Facebook or Twitter, which are increasingly
used for work-related activities.
© 2015 Efma and HP limited. All rights reserved. 27
As a global not-for-profit organization, Efma brings together more than 3300 retail
financial services companies from over 130 countries. With membership from almost a
third of all large retail banks worldwide, Efma has proven to be a valuable resource for the
global industry, offering members exclusive access to a multitude of resources, databases,
studies, articles, news feeds and publications. Efma also provides numerous networking
opportunities through work groups, online communities and international meetings.
For more information: www.efma.com or email@example.com
HP creates new possibilities for technology to have a meaningful impact on people,
businesses, governments and society. With the broadest technology portfolio spanning
printing, personal systems, software, services and IT infrastructure, HP delivers solutions for
customers’ most complex challenges in every region of the world.
In the Financial Sector, HP helps banking, capital markets, and insurance clients reduce risk
and increase profitability. HP also manages over 5 Million workplaces and over half a million
mobile end users for enterprise customers across the world.
More information available at: www.hp.com/services/workplace
Evolution of the Workplace
in Financial Services