Business Process Management (BPM)
solutions have helped organizations
manage structured business processes
that are clearly documented and
well understood. But organizations
now face the challenge of managing
unstructured or semi-structured
processes that are collaborative,
content-intensive, and subject to
constant change. Case Management around a BPM
solution – preferably in conjunction
with an Enterprise Content
Management system – solves many
of the problems.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Improvement tools for public librariesSarah Wilkie
An overview of some service improvement tools and methodologies for public library services, including Lean, customer insight, improvement frameworks and more
Delivering Business Value By Applying Agile Principles To Business Continuity...Ken Collins
Agile methodologies clearly work well in the world of software development—the evidence is overwhelming. But how does Agile apply to other disciplines like business continuity management? Can the Agile philosophy help mitigate power disruptions and improve pandemic planning?
Mr. Collins illustrates how one client in the financial services sector successfully applied Agile principles to a recent business continuity initiative.
This session is intended for executives and project managers charged with developing business continuity and IT disaster recovery plans.
Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management.
• Learn how Agile principles can shape the vision and scope of business continuity initiatives.
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
Why Midsize Companies Need Business Intelligence Solutions in this uncertain ...FindWhitePapers
Learn how midsize companies are putting in place a business intelligence information infrastructure - making them more likely to adhere to their budgets and deadlines, concentrate on improving the overall business rather than just one department, and reward employees accordingly.
Combining BPM with Decision Management results in simpler, more agile processes and increases straight through processing and operational effectiveness. Decision Management delivers a shared framework for cross-functional business and IT collaboration creating game-changing culture impacts. In this webinar you will learn how combining Decision Management and BPM delivers simpler, more agile business processes, keeps fast-changing decisions separate from more stable business processes, drives more customer-centric collaboration by putting customer decisions at the focus, makes clear where and how to apply business rules and business rules management systems (BRMS). Webinar recording is available at : https://decisionmanagement.omnovia.com/archives/79352
Empowering Dealers With A New Loan Origination System:
When this financial services client projected its lease and loan origination volumes to
double due to expansion into a new product line, it turned to ThoughtWorks. Utilizing
cutting-edge technology, ThoughtWorks created an origination system equipped to process
the higher volumes, improve transaction turnaround time and deliver new features to the dealer sales channel.
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
Improvement tools for public librariesSarah Wilkie
An overview of some service improvement tools and methodologies for public library services, including Lean, customer insight, improvement frameworks and more
Delivering Business Value By Applying Agile Principles To Business Continuity...Ken Collins
Agile methodologies clearly work well in the world of software development—the evidence is overwhelming. But how does Agile apply to other disciplines like business continuity management? Can the Agile philosophy help mitigate power disruptions and improve pandemic planning?
Mr. Collins illustrates how one client in the financial services sector successfully applied Agile principles to a recent business continuity initiative.
This session is intended for executives and project managers charged with developing business continuity and IT disaster recovery plans.
Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management.
• Learn how Agile principles can shape the vision and scope of business continuity initiatives.
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
Why Midsize Companies Need Business Intelligence Solutions in this uncertain ...FindWhitePapers
Learn how midsize companies are putting in place a business intelligence information infrastructure - making them more likely to adhere to their budgets and deadlines, concentrate on improving the overall business rather than just one department, and reward employees accordingly.
Combining BPM with Decision Management results in simpler, more agile processes and increases straight through processing and operational effectiveness. Decision Management delivers a shared framework for cross-functional business and IT collaboration creating game-changing culture impacts. In this webinar you will learn how combining Decision Management and BPM delivers simpler, more agile business processes, keeps fast-changing decisions separate from more stable business processes, drives more customer-centric collaboration by putting customer decisions at the focus, makes clear where and how to apply business rules and business rules management systems (BRMS). Webinar recording is available at : https://decisionmanagement.omnovia.com/archives/79352
Empowering Dealers With A New Loan Origination System:
When this financial services client projected its lease and loan origination volumes to
double due to expansion into a new product line, it turned to ThoughtWorks. Utilizing
cutting-edge technology, ThoughtWorks created an origination system equipped to process
the higher volumes, improve transaction turnaround time and deliver new features to the dealer sales channel.
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
Клиентские приложения под нагрузкой (HighLoad 2014)Andrey Smirnov
"Что там писать клиентское приложение - вот сервер, который выдерживает 10 тысяч запросов в секунду!"... "Да они там только API делают, вот бы хоть одно приложение под iOS написали!"
Подобный обмен претензиями частенько можно услышать в спорах клиентских и серверных разработчиков. В этом докладе я попробую примирить обе стороны. Только от успешного взаимодействия клиентского приложения и серверной части зависит успех высоконагруженного проекта в целом.
* Как сделать так, чтобы клиент не "завалил" сервер?
* Коммуникация ошибок от сервера к клиенту.
* Синхронизация, разрешение конфликтов.
* Работа в offline-режиме.
* Разработка эффективного и корректного API.
* Асинхронное взаимодействие.
* Почему клиент и сервер на самом деле очень похожи?
Standard+Case is about applying a body of knowledge called Case Management to ITSM, synthesising it with our existing process approach. This is an exciting new concept from the IT Skeptic that will radically improve the way we handle responses to any sort of "tickets". Standard+Case is applicable to Problem Management and Change Management (and Event Management...) as well as Service Desk activities. S+C applies to anything that requires a human response: there's either a standard response or there isn't.
IBM Information Management - Optimera er verksamhet och öka kundnyttan med nä...IBM Sverige
Marknadens krav på ökad kundservice, insikt, kontroll och helhetsvy av information och
kund, samt regelverk ställer höga krav på hur företag hanterar sina ärendeprocesser
och affärsinformation. IBM adresserar detta genom att annonsera Advanced Case
Management, som kombinerar alla de egenskaper som behövs för en effektiv och kvalitativ hantering.
Talare: Mathias Sognefors, Nordic ECM Sales Lead, IBM
Denna presentation hölls på ett seminariepass för Information Management under IBM Software Day 2010.
Business Process Management for Successful Core Banking ImplementationsCognizant
Banks must upgrade their business process management (BPM) systems for their core banking systems rapidly and seamlessly, sometimes retaining legacy systems but more often instituting new IT architectures. The four areas to focus on are human processes (and procedures), systems processes, business rules engines and business activity monitoring.
New information strategy, Advanced Case Management (IBM Information Management)IBM Danmark
Læs mere om strategien bag IBM’s nylancerede Advanced Case Management-løsning, og lær hvordan den kan skabe konkrete forretningsmuligheder for din virksomhed.
Læs mere her: bit.ly/softwaredagim1
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
An overview of why some organisations find it so difficult to change successfully. Reasons why pre third wave process thinking fails and the ways and means of achieving success - everytime.
Changing the wolrd one person, one process, one organisation at a time.
(Note if you want the pptx version email me)
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Case Management: Managing chaos: unstructured processes and dynamic BPM
1. BPM the way we see it
Case Management
Managing chaos: unstructured processes and
dynamic BPM
Synopsis The challenge: processes that
Organizations increasingly need to are a moving target
deal with unstructured processes Business Process Management (BPM)
that ordinary Business Process solutions have helped organizations
Management (BPM) solutions were manage structured business processes
not designed to cope with. Case that are clearly documented and
Management is a way to govern and well understood. But organizations
control these unstructured processes, now face the challenge of managing
but Case Management solutions can unstructured or semi-structured
be challenging to develop. Developing processes that are collaborative,
Case Management around a BPM content-intensive, and subject to
BPM Trends Series
solution – preferably in conjunction constant change. These loosely
This paper is one of a series, Capgemini
with an Enterprise Content structured processes – sometimes, but
BPM Trends, which shares insights into
Management system – solves many not always, called “cases” – can vary
how to resolve today’s most pressing
of the problems. Companies that according to individual circumstances.
business challenges using the latest
Business Process Management tools and have used this approach are already
methodologies. reporting significant benefits.
2. Cases pose some challenges when it What is a case?
comes to automation. For instance, A “case” can be defined as a collection
let’s take the example of resolution of of tasks, actions, processes, and
credit card disputes. While a credit content in support of a specific
card issuer provides a standard form business objective. Cases can involve
for initiating the dispute, the activities multiple flows, tasks, and content,
required depend on many factors. and sometimes have sub-cases within
What is the reason for the dispute? them.
Were the goods or services delivered?
Were they defective? Was the defect In business terms, cases can be nearly
the fault of the manufacturer, the anything: complaint/grievance from
shipper, the customer, or some other a customer, an insurance claim,
party? Does the dispute concern the feedback from stakeholders, etc.
amount of the charge? ...and so forth. A case must be evaluated against
organizational policy or procedure to
Resolution of the dispute could determine the appropriate outcome.
depend on any or all of these factors,
each of which typically involves Some common characteristics of a
production and review of documents. case are that it is:
The credit card company may require • Collaborative – requires the
information from the customer; the involvement of multiple users and
manufacturer, retailer, or service multiple departments/groups in
provider; the shipper; possibly legal an organization
counsel, attorneys, or even law • Content-intensive – usually
enforcement. The rules involved could contains multiple supporting
depend on the customer’s location. documentation attached to it at
As the facts unfold, new tasks and various points in the lifecycle
documents may be added to the case. • Semi-structured or
Thus, most “knowledge work” unstructured – contains ad hoc
requires unique processing, and tasks which are added at various
processes that can adapt to situations. points
Case Management systems have • Hierarchical – multiple levels of
emerged to handle these untamed, tasks and actions to be managed
unstructured processes which may • Dynamic – requirements change
need to dynamically adapt at based on individual circumstance;
run time. each case is different
Figure 1. Relationship between Case Management, BPM and legacy systems
Business Process
Management
• Unstructured or semi-
• Multiple transactional • Structured business structured processes
systems processes • Collaborative,
• No structured • Clearly documented content-intensive and
process management and well-understood subject to constant
• Manual processes processes change
Legacy systems Case Management
Source: Capgemini
2
3. BPM the way we see it
A case typically contains one or all of Case Management and its particularly in high-volume
the following: challenges scenarios
• Data Case Management is fundamentally • Limited functionality for
• Documents a process problem that is more providing consistent and
• Data fields challenging to deal with owing to its continuous feedback about a
• Content dynamic characteristics. Typically, case to customers and external
the process is partially defined in stakeholders
• Process advance by the case template, but with • Lack of a consistent way to track
• Tasks the flexibility to change at run time and manage cases
• Actions for each case. The actual steps and • Lack of tracking and reporting
information required to complete each cases poses risks when a litigation
• Policies case are determined by a combination is filed against the firm
• Status of human judgment, rules, and events. • Regulations pose a compliance
• History Most companies face the following risk with some types of cases
• Audit trails typical challenges when it comes to • Lack of a consistent way to
• Reporting Case Management: manage customer complaints/
• No standard system to manage grievances gives rise to
cases across the enterprise dissatisfied customers and
• Existing legacy systems are stakeholders, and leads to
disparate and limited to specific potential loss of business
business groups who need to
share the information Many of these problems can be solved
• No/limited collaboration between by building a Case Management
various groups handling a case solution, and we will discuss some
• No/limited enterprise-wide approaches to doing so in the
reporting on cases remainder of this paper.
• No automatic resolution of cases
based on pre-defined business
rules – and handling each case
manually is expensive
• No/limited straight-through
processing for cases – again,
manual intervention is expensive,
Figure 2. Illustration of a case
Case attachments Case
Internal
user
Task
Sub-case Sub-case
External
user
Task Task Task
Supervisor
Source: Capgemini
3
4. Approaches to implementing ERP vendors still need to fill gaps in
Case Management handling unstructured processes.
To see how best to implement a Case Today, BPM and Enterprise Content
Management solution, it is helpful Management (ECM) vendors provide
to subdivide the business problems the basis for most Case Management
involved. Forrester1 classifies them solutions, and are well positioned to
into three broad categories – Service tackle the problem space.
Requests, Incident Management, and
Investigative. Examples of Service ECM vendors have strong content
Requests include on-boarding, loan management capabilities and
origination, benefits administration, workflows to handle documents,
patient medical records, etc. Examples which can be leveraged in Case
of Incident Management include Management. Many cases tend to be
product recalls, adverse event reports, content-intensive and this is a major
complaint management, etc. Examples plus for ECM vendors building Case
of Investigative Case Management Management solutions around their
include audit requests and regulatory content management capabilities.
queries. BPM vendors have extremely strong
workflow features, and can address
Among the different types of tools the people-oriented and agile
available in the market to handle requirements of a dynamic Case
Case Management, CRM vendors Management solution. BPM products
support the Service Request area of also have strong collaboration features
Case Management. ERP vendors have which enable case workers to tackle
the potential to support all areas of complex cases together. BPM tools
Case Management including order support the case hierarchy (case/
exception management, purchase sub-case/task), skill-based and ad
order anomalies, etc. However, the hoc routing, business rules to enable
Figure 3. Case Management categories
Government Financial services
• Freedom of information • Onboarding
• Permitting and client • Loan origination
• Customer inquiry response
Government
proposals
• Patent examination • Pitch book and proposals • Permitting
• Forensics management • Trade settlement • Benefits administration
• RAC • Social welfare benefits
applications
• Disability claims
• Aging and disability services
• Immigration applications
Financial services
• Audit requests
• Regulatory queries Investigative Service Healthcare
• Credit-card fraud requests
• Payer care management
• Insurance underwriting
• Health payer claims
• Mergers and acquisitions
• Patient medical records
• Provider care management
Incident
management
Government Manufacturing
• Homeland security • Product change requests
• Disaster relief • Quality management
• Police and fire • Adverse-event reports
• Vocational rehabilitation • Order-exception management
• Complaint management • Product recalls
• Asset management
documentation
Source: Forrester Research, Inc.
1Forrester Research, Inc., Dynamic Case Management: Definitely Not Your Dad’s Old-School Workflow/Imaging System, September 28, 2011.
4
5. BPM the way we see it
automatic case resolution, etc. Hence training effort, and also enables This is necessary because Case
these tools are well positioned to computer telephony integration to Management typically involves ad
meet most of the needs of a Case save time and effort for the CSRs by hoc processing, and deals with the
Management solution. avoiding re-entry of information. The unpredictable. To support these
approach minimizes average call time requirements, the solution should
A BPM-enabled Case and ensures uniform customer service. allow tasks to be added during case
Management solution execution, flows to be executed,
The content uploaded as part of the extra content to be added, and sub-
Putting BPM at the center of Case case can be managed within the BPM cases created. There could be various
Management system or (often preferably) through channels through which cases are
A BPM-enabled Case Management a connector to an ECM system initiated, and the source of a case
solution of the type illustrated in that the organization uses. Which could be either external or internal.
figure 4 can provide organizations option is adopted will depend on the The case hierarchy should preserve
with a way to manage various types organization’s preference, and also the case/sub-case/task relationships,
of cases, and establish a collaborative on the size and volume of the case and provide a central view for
environment for their users to work content and attachments. The decision management handling a specific case,
on and resolve cases. is also driven by compliance needs. bringing together multiple related
transactions or multiple related cases.
A BPM system incorporating all Systematic yet flexible case For example, when US Airways flight
the business rules and the process handling is achievable 1549 ditched into the Hudson, that
engine should be at the center of With this type of solution, it is one case, the flight’s crash landing,
the Case Management solution. The possible to define case templates spawned many sub-cases where the
system’s customer-facing modules can that guide the overall case resolution passengers were also filing claims.
manage interactions with customers workflow, but can be dynamically
and other external stakeholders. changed or extended by case workers
This allows intelligent scripting and at run time.
coaching tips for the customer service
representatives (CSRs) to reduce
Figure 4. A BPM-enabled Case Management solution
Imaging
Customer service
Mail Sales
Phone/fax/email
Internal user
Outbound call
Case Management system (BPM)
Customer
Reports
Manager
Correspondence
Email/letter/fax
Perfomance
Integration services
metrics
Case Content
Management management
Source: Capgemini CRM Legacy system system of record system
5
6. How a BPM-enabled Case various case stakeholders, etc. The Summary of features
Management solution is used ability to add actions/tasks to each Features that a BPM-enabled Case
A CSR can create a case using the case allows for the ad hoc nature of Management solution can provide
BPM system, and capture all relevant case processing. include:
information like case details, customer • Making case information available
details, subjects involved, case Each case can be broken down into to knowledge workers in the form
description, attachments, etc. Once a sub-cases if required, and these sub- of a shared case folder (subject to
case is created, it can be intelligently cases can be assigned to different security and access control rules)
routed, based on business rules, to the business groups for processing. The • Managing a library of processes
case workers who are best positioned main case acts as the container to that can be added to the existing
to resolve them. hold all the sub-cases and provides a cases as required, e.g. referral to a
comprehensive view to the interested loss adjuster or fraud department
The routing approach allows extensive users. The case is then resolved • Allowing new processes to be
collaboration among the various after all necessary actions/tasks are designed and added at runtime
case workers involved; cases can completed and all the sub-cases are where they don’t already exist
be accessed through common work resolved. Business rules determine • Managing case information in
baskets. The case workers can update who can resolve a case, according to the form of business documents
the case information, add actions on case type. rather than structured data
the case, capture all action-related • Allowing ad hoc tasks, such as
information, upload case attachments, requesting an estimate during a
generate correspondence to the claims process
Figure 5. Typical case lifecycle
Case lifecycle
Customer/external & Customer/external &
internal stakeholders internal stakeholders
Generate
Create case Route case Update case
correspondence
Route case/SLA/ Upload case Add actions/
Resolve case
escalation attachments comments
Search case View case
Workflow routing
SLA/escalation rules
Audit trails
Monitoring/reporting
Source: Capgemini
Supervisor/executive management
6
7. BPM the way we see it
• Allowing cases to advance BPM solution is that it: is configured largely from existing
through external as well as • Enables collaboration between components, results can be obtained
internal events – for example, a and among all process much faster and more affordably.
customer contact might increase participants, both internal and
urgency external to the organization, and This approach does, of course,
• Providing a case portal/dashboard records and audits their activity require the organization to marshal
that relates similar cases to one in resolving cases adequate skills in both BPM and
another • Incorporates a library of processes Case Management. Fortunately,
• Allowing for case escalation based that a user can select from and there is now a growing body of
on Service Level Agreements add to the existing case when professionals who understand both of
(SLAs) required, or alternatively these disciplines. They need to apply
• Enables the user to create a their skills to both the technology
Conclusion totally new process at run time if implementation and the related
BPM on its own cannot cope required business change – for example, they
with unstructured processes; must ensure that the users involved
Case Management can, but with Until recently, organizations tended clearly understand what will be
conventional approaches it can to shy away from Case Management systematized and what will not.
be hard to implement. In order to on the grounds that it was too
build a Case Management solution, expensive, and so slow that a solution Successful early adopters of BPM-
an organization must understand could be obsolete by the time it enabled Case Management are
the differences between traditional was implemented. Building a Case reporting substantial benefits that
workflow/BPM and the new breed Management solution around a strengthen the business case. One
of unstructured dynamic process BPM platform overcomes these of our public-sector clients has
solutions. objections, along with a number of seen a 20% increase in employee
other earlier difficulties associated productivity, along with greatly
In our view, what truly differentiates with conventional Case Management. improved visibility and control of
a Case Management solution from a Because a BPM-enabled solution processes via real-time reporting.
Case study: Enterprise Case Management solution for handling stakeholders’ concerns
Capgemini has supported • Limited collaboration between on Case Management
implementation of an enterprise groups handling cases • Managing customer interactions
Case Management solution for a • Limited enterprise-wide reporting with the CSRs
large pharmacy benefits manager. on prescriber cases
The organization has multiple • Lack of visibility of issues until Business benefits from the Case
stakeholders: prescribers, patients, external or serious escalation Management solution included:
clients, etc. There are specialized Case occurred • Reduced case handling time
Management requirements for each
• Improved relationship/
individual stakeholder, but many Capgemini’s Case Management communication with customers
functions are common and reusable. solution focused on: • Ability to capture and manage
Capgemini suggested a best-practice • Establishing one single system to cases created across the
approach of building an enterprise handle cases enterprise
layer for Case Management, which • Building an enterprise Case • Better tracking of cases
holds the reusable functions and Management layer to store • Increased case resolution rate
components across the individual the reusable components and • Enterprise-wide reporting on
Case Management systems. The common services to access back- cases
organization faced the following Case end systems • Improved collaboration between
Management challenges: • Building case workflows various groups handling a case
• No single system to handle involving automatic routing rules • Removing or reducing redundant
cases. Different groups handled • Business rules to drive automatic activities
complaints, feedback, and case resolution and improve • Improved automatic resolution
grievances from stakeholders in straight-through processing of the cases and more straight-
different ways • Reporting to senior management through processing
7