Mortgage Servicing Transfers: Meeting the Operational and Regulatory DemandsRachel Hamilton
ACI) 3rd Bank and Non-Bank Forum on MORTGAGE SERVICING COMPLIANCE will keep you one step ahead of the new regulatory scrutiny and unparalleled networking opportunities. This conference will provide attendees with the latest insights and expert advice from our exceptional faculty.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and online sources
Primary capital market scenario in India, primary market intermediaries, primary market activities, methods of raising resources from primary market; secondary market scenario in India, reforms in secondary market, organization and management, trading and settlement, listing of securities, stock market index, steps taken by SEBI to increase liquidity in the stock market.
The Collaborative Economy:
Products, services, and market relationships have changed as sharing startups impact business models. To avoid disruption, companies must adopt the Collaborative Economy Value Chain.
Altimeter Research Theme: Digital Economies
June 4, 2013
Mortgage Servicing Transfers: Meeting the Operational and Regulatory DemandsRachel Hamilton
ACI) 3rd Bank and Non-Bank Forum on MORTGAGE SERVICING COMPLIANCE will keep you one step ahead of the new regulatory scrutiny and unparalleled networking opportunities. This conference will provide attendees with the latest insights and expert advice from our exceptional faculty.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and online sources
Primary capital market scenario in India, primary market intermediaries, primary market activities, methods of raising resources from primary market; secondary market scenario in India, reforms in secondary market, organization and management, trading and settlement, listing of securities, stock market index, steps taken by SEBI to increase liquidity in the stock market.
The Collaborative Economy:
Products, services, and market relationships have changed as sharing startups impact business models. To avoid disruption, companies must adopt the Collaborative Economy Value Chain.
Altimeter Research Theme: Digital Economies
June 4, 2013
Totango and thismoment discuss data-driven insights for customer acquisition, customer success, and churn management.
Learn how thismoment uses Totango to:
- Identify buy and churn signals from product usage data
- Segment your user-base for smarter customer engagement
- Impact every aspect of the customer journey from trial to onboarding to renewal and upsell
Webcast: Going From Messaging Nightmare to Messaging DelightAIPMM Administration
Thanks everyone who participated in this webcast from The Association of International Product Marketing and Management (AIPMM).
If you were to do a survey of executives, sales people, marketing and other market facing personnel within a company and ask them how they would describe a specific product to a potential prospect, I bet in the majority of cases, you would hear almost as many explanations as there were people interviewed. This really is a messaging nightmare that might be undermining the success of your product(s). This results in significant marketplace confusion, impacts revenue generation and reflects poorly on your product.
We as Product Managers and Product Marketers like to blame the messenger for this problem, but the likely reality is that we are at fault. As PMs & PMMs, we must own the message and then enable the organization to take this message to the market. The starting point for doing this is a Powerful Messaging Platform.
About the Speaker:
Tom Evans is Principal at CompellingPM and is an internationally recognized authority in product management, global marketing, business partnerships and entrepreneurship. In his extensive experience, he has helped start-ups through Fortune 500 companies create and launch winning products and has led business development efforts in the US and global markets.
Upcoming Events
For more information regarding certification courses near you, contact Hector Del Castillo at http://linkd.in/hdelcastillo.
About AIPMM
The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, it is the worldwide certifying body of product team professionals.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
AIPMM's certification programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.
Visit www.aipmm.com.
Upcoming Webinars: http://aipmm.com/aipmm_webinars/
Subscribe: http://www.aipmm.com/subscribe
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Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Articles: http://www.aipmm.com/html/newsletter/article.ph
Marketing in the times of recessions reportIdentity Mena
The ongoing political and economical crackdowns in the Middle East are quite noticeable, in a way that was resulted in slow earnings last year and aggressive meltdown in the 1st quarter of this year.
The black swan theory or theory of black swan events is a metaphor that describes an event that comes as a surprise, has a major effect, and is often inappropriately rationalized after the fact with the benefit of hindsight.
With all the above mentioned situations, it seems as a whole flock of Black Swan events are circling the sky over the trade business and might at some point blot out the sun.
This is part one of the discourse on the marketing environment.
To better understand this, take a further look at part two of the slides. The marketing environment is an attempt to structure firms in such a way that they can interact with the surrounding even in the illumination of making profits daily!
WTO & Trade Issues - International Marketing Environment.pptxDiksha Vashisht
International Marketing environment refers to the controllable and uncontrollable forces that influence upon the marketing decision making of a firm globally. International Marketing environment is comprised of those components which shape policies, programmes and strategies of an international marketer.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
4. • Bloomberg Terminal (“The Bloomberg”) is a
core business and money-generating
product
The Company and Its Business
5. 1. Bloomberg’s media
products and their role in
the company business
2. Bloomberg News:
“News that move markets”.
Finance information 24/7
Employs more than 13 000
people in 185 locations
globally
Services 174 countries
5000 original articles daily
Source: Bloomberg.com
6. • Bloomberg is a growing company
• Operating profits
2006 – annual revenue $1.5 billion
2011 - annual revenue $7 billion
2013 – about $8 billion annually
315,000 terminals sold worldwide
(by the end of 2012)
• 85 % from terminal sales
• Terminal subscription $20000 per
year
Bloomberg’s Performance on
Market Competition
Source: Gustin (2013) TIME Business & Money
7. • Michael Bloomberg, MBA in Harvard
University
• 1981 - Innovative Market Systems
(IMS)
• 1986 - Bloomberg LP
• 1988 - 5,000th terminal installed, a
financial data industry leader
• 1990 - Bloomberg Business News
with a six-person team, based in
New York, editor-in-chief Matthew
Winkler
• 2010 - 20th anniversary, 146
bureaus in 72 countries, > 2,300
journalists and multimedia
professionals
Milestones in History
Sources: Funding Universe (1998), Business Insider (2013)
9. • Data breach scandal at
Bloomberg L.P.'s news division:
Bloomberg reporters had
extended access to data about
individual customers' terminal
usage
• Publicly revealed by the New
York Post on May 10, 2013
The Crisis' Triggers
10. • Viewed customer
information included:
what functions they
used on the Terminals
who was logging in
and at what time
what they asked the
help desk for
Source: Horowitz, 2013
11. Bloomberg's culture
Journalists considered to be representatives of the Terminals
Michael Bloomberg in 1997: “Most news organizations never connect
reporters and commerce. At Bloomberg, they're as close to seamless
as it can get” (as cited by Geller, Huffington Post, 2013)
Bloomberg's goal
To be the most influential news service in the world
Innovative ways to recognize customer needs, wants and trends
quickly
Reasons for the Crisis'
Emergence
Source: Geller, Huffington Post, 2013
12. • Impacts on Bloomberg's business environment and
partnerships
Breach of trust with customers
Several investigations against Bloomberg regarding possible misuse of other
customer Terminal's confidential data
No significant Terminal subscription fallout:
“[The Terminals] are prized as windows to information that
can help brokers keep or lose fortunes” (Geller, 2013)
Company's transparency, reputation and business culture came into question
• Reactions by Bloomberg's management
Public apologies
Immediate restriction of reporter's access to the confidential data
Initiation of 2 independent reviews on internal standards
Major Consequences
of the Crisis
Source: Gustin, TIME, 2013; Bloomberg.com, 2013a
13. Several improvements according to the reviews'
recommendations:
New positions at governance level: chief risk and
compliance officer
Ongoing periodic independent reviews on internal
compliance controls
No extended access for Bloomberg reporters
Enhanced training programme for employees
New positions at editorial level: Independent Senior
Editor and Standards Editor
Current Status of the Case
Source: Bloomberg.com, 2013a; Bloomberg.com, 2013b
15. • Bloomberg strives to have a flat organizational design with
few levels of hierarchy:
• No private offices or enclosed meeting rooms
• All employees sit in long rows of identical, terminal-laden desks,
including the Editor-In-Chief
• Employees do not stay in any one position for too long and do not
have official titles.
• Managers are constantly rotated between different departments
• Employees are evaluated entirely on their performance. This allows
for them to move vertically, horizontally, and diagonally throughout the
firm
Bloomberg’s Organizational
Structure
Sources: Bothra et al., 2008, Round Table, 2008,
16. Organization Configuration
1980 1990 2000 2013
•Michael
Bloomberg's
role
•Entrepreneurial
organization
•Years of rapid
growth and
expansion
•New divisions
and products
•Moving
towards
more innovative
organization
•Over 15 000
employees
•Michael
Bloomberg no
longer active in
the company
•No single type
of organization
configuration
Source: Mintzberg et al., 1998
17. • Bloomberg's strategic apex and middle line work innovatively,
avoids bureaucracy and hierarchies
• Sales division, Speed desk at Bloomberg News - Machine
organization
• Independent divisions for products, independent goals and
processes - elements of diversified organization
• The Bloomberg LP is more of a LEGO than a jigsaw-puzzle
configuration.
• multiple configurations depending on division, department and
time.
A Jigsaw puzzle or a Lego organization?
Despite an innovative culture and complex organizational
structure , Bloomberg has a very clear strategy and all its parts
work collectively to achieve the company's goals.
18. New Energy
Finance
Daniel L. Doctoroff
CEO & President
Executive Committee
COO, Head of Financial Products & Services, Editor-
In-Chief
R&D News & Media Financial Products &
Services
Law
Govern-
ment
Professional
Service
News
Sports
Enterprice
Solutions
Web
&Mobile
Magazines
Business
Week
Television
& Radio
Terminal
Markets/
Pursuits
Peter Grauer
Chairman of the Board
Source: Bloomberg.com, 2013
20. Corporate Management and
the Political Market
Main role of corporate management is to legitimate and secure the role
possibilities of the enterprise, effects influence mainly the political market
Immediate reactions to the crisis were necessary:
•Investigations from U.S. Federal Reserve & Treasury Department
•Critique from European Central Bank and other big clients
To reassure and to regain the trust of partners and influencers in the
political market, the extensive actions were necessary
-> When crisis' effects on the popular market might result in
declining revenues, poor management on the corporate level after
the crisis could lead to legislative and normative restrictions
-> In worst case scenario might result in bankruptcy
Source: Alm & Lowe, 2001, Gustin, TIME, 2013
21. Actions taken on Corporate Management level
•Immediate damage control PR: Public apologies in public and in
person
•Independent reviews
•Results and recommendation published
•Enhancing the company's governance framework (Risk and
compliance responsible)
•Approval for continuous periodic reviews
The Crisis' impact on Political Market
The actions taken were considered sufficient, no
significant penalties or further conflicts occurred
Source: Bloomberg, 2013a
22. • Internal implications:
Decisions /actions are aligned to support Bloomberg's core business:
Selling more Terminals
Reporter's access possibilities as intended strategic approach from
the beginning
• “The concept of reporters working hand-in-hand with the sales
team served as a centerpiece to Mr. Bloomberg’s vision” (Chozick,
New York Times, 2013)
Need for internal process innovation to regain customers' trust
New CEO and 100-day-strategy at Bloomberg Media Group
Strategic Management and
the Open Market
23. External implications:
Second strategic focus at Bloomberg: Innovative
technology for its Terminals' systems
Increased pressures from competitors (Thomson
Reuters, Dow Jones) with new Terminal replacement
strategies
Dependence of open market on popular market
highlighted
Source: Alm & Lowe, 2001
24. Bloomberg's revealed strategic objectives:
Strategic decisions set a direction
Clear plan of actions to hold leading position
No real strategic turnover at Bloomberg after
crisis
Weaknesses regarding approaches to Terminal
sales and high investments in the media division
Bloomberg needs to find a clear direction in
innovation
Source: Mintzberg et al., 1998
25. Two aspects of product and business
management
The Terminal - main product
All the media products:
Magazines, TV, radio, Mobile etc.
Two approaches to Popular market:
Terminal subscribers - main target
group, most of the profit
All the subscribers and consumers
of the Bloomberg media products
Business Management and
the Popular Market
Source: Alm & Lowe, 2001
26. The public apologies and other damage control actions
were needed
to regain trust of Terminal subscribers
to convince the readers, viewers and listeners of the produced
content and its reliability.
First priority was to minimize the terminal subscription
fallout, however...
Customers consider Terminal use vital for their business
Customers locked in long term contracts
Barriers of exit, excellence of the product
No big changes needed, once "the dust settles", main
product remains the same
Source: Geller, Huffington Post, 2013
27. • Media products facing heavy competition, losing credibility
might be fatal
• BusinessWeek - Forbes, Fortune
• CNBC and Fox Business winning Bloomberg TV
• Financial Newspapers - Wall Street Journal, Financial Times
• The unique strategy of Bloomberg effects the business
management and the popular market:
The main focus at Bloomberg is to sell the Terminals, and as long as the
Terminal subscriptions are not declining, the effect on the media product
level might stay small, the audience of media products are a secondary
target group
Crisis Impact on the Popular Market
Source: Porter, 2004
28. • Main impacts on the internal level:
New positions created, e.g. Chief Risk and Compliance Officer
Rotations:
previously Special Adviser to the CEO, Editor-at-Large at Bloomberg
News Clark Hoyt Independent Senior Editor
previously Executive Editor for Bloomberg News in Europe, the Middle
East and Africa Tim Quinson Standards Editor
Relations between journalists and commercial departments changed
Managerial skills exercised: communicational organizational
• Why changes have been made?
Operational Management and
the Professional Market
Source: Bloomberg press release (2013), Lowe (2013)
29. • Lost access to the client
private data = lost
influence on the
professional market
• New strategy of making
news?
Impacts on Professional Market
31. No “real” crisis for Bloomberg in the short-
term
Reasons:
1. Core business is Terminal sales: uniqueness of the Terminal service
2. Fast and active response to the crisis by Bloomberg's management
3. Barriers of exit for the Terminal's customers
Long-term impact:
– Loss of time advantage in news gathering ↔ Competitive advantage
– Questionable “final” cut of connections between reporters and sales
department
Source: Mintzberg et al., 1998
32. • Alm, Ari, & Lowe, Gregory F. (2001). Managing Transformation in the Public Polymedia Enterprise:
Amalgamation and Synergy in Finnish Public Broadcasting. Journal of Broadcasting & Electronic Media,
45(3), pp.367-390.
• Bloomberg.com (2013a, August 21). Bloomberg Releases Report Following Client Data Review. Press
release. Retrieved October 20, 2013, from http://www.bloomberg.com/now/press-releases/bloomberg-
releases-report-following-client-data-review/
• Bloomberg.com. (2013c). Bloomberg Facts. Retrieved November 9, 2013, from
http://www.bloomberg.com/now/bloomberg-facts/
• Bothra, Aditya, Gandhi, Vishal, Profeta, Mike, Rewari, Rajeev, Tripathi, Shankar (2008, February 22).
Organizational Analysis: Bloomberg LP. The Round Table. Retrieved November 2, 2013, from
http://roundtable.typepad.com/round_table_blog/2008/02/organizational.html
• Geller, Adam (2013, May 16). In Bloomberg Uproar, Ethics Flags For New Media. Huffington Post.
Retrieved. October, 18, 2013, from http://www.huffingtonpost.com/2013/05/16/in-bloomberg-uproar-
ethi_n_3284025.html
• Gustin, Sam (2013, May 14). What Bloomberg’s Snooping Scandal Says About Wall Street’s Culture. TIME
Business & Money. Retrieved October 20, 2013, from http://business.time.com/2013/05/14/what-
bloombergs-snooping-scandal-says-about-wall-streets-culture/
Sources:
33. • Funding Universe (1998). Bloomberg L.P. History. From: International Directory of Company
Histories, Vol. 21. St. James Press. Retrieved November 2, 2013, from
http://www.fundinguniverse.com/company-histories/bloomberg-lp-history/
• Horowitz, Alana (2013, May 11). Bloomberg Terminal Spying Targeted Ben Bernanke, Tim Geithner:
CNBC. Fox News (vía Huffington Post). Watched September, 20, 2013 at
http://www.huffingtonpost.com/2013/05/11/bloomberg-terminal-spying-bernanke-
geithner_n_3260559.html
• Lowe, Gregory F. (2013). Lecture on Strategic Management and the Open Market, University of Tampere.
• Lowe, Gregory F. (2013) Lecture on Corporate Management and Political Market, University of Tampere.
• Lowe, Gregory F. (2013). Lecture on Operational Management and Professional Market, University of
Tampere.
• Mintzberg, Henry (1989) Mintzberg on Management: Inside Our Strange World of Organizations. NY:
Hungry Minds Inc.
• Porter, Michael (2004) Competitive Advantage. NY: Free Press.
Sources: