Absa Bank's Cash and Records Operations unit was undergoing a transformation to improve employee morale, reduce costs, and enhance processes. The unit secured, processed, and transported physical cash and documents for the bank. It faced challenges like high turnover due to safety risks, outdated systems, and long turnaround times. A new leader implemented FranklinCovey tools to measure performance, establish lean processes, cut costs by 7% annually, and boost staff morale from 59% to 74% by fostering an execution culture. Process improvements like reducing cash inventory by 25% and shortening bond validation times by 83% were achieved.
The document discusses working capital management. It defines working capital as the excess of current assets over current liabilities. It lists the key components of working capital like inventory, receivables, cash, and payables. It discusses different types of working capital and factors that determine working capital requirements like the nature of business, production cycle, and access to credit. The objectives of working capital management are to optimize current asset investments and ensure current liabilities can be met in a timely manner. Components of working capital management include inventory management, cash management, and receivables management.
Leo Burnett, an advertising agency, implemented the Maconomy ERP system to manage its rapid growth. The system streamlined processes, provided improved visibility and control over finances and projects. This allowed Leo Burnett to manage more work with fewer resources, improve cash flow through faster invoicing, and increase understanding of project costs and profitability.
Cheap operating costs may be appealing to you. But have you considered the price of your service quality deteriorating? Merck Shared Services established SSCs in high-cost locations such as Germany and the US. Why so? In this session, Thomas Laux explains the business case behind this decision and key lessons learnt during his 5 years of delivering high quality shared services, covering:
• What factors to consider when your objective is to focus on delivering a quality service
• Key lessons learnt and what results Merck have achieved in using this approach
The document discusses working capital, which is the cash needed for day-to-day business operations and is calculated as current assets minus current liabilities; it also covers liquidity ratios like the current ratio and acid test ratio to measure a business's ability to pay debts, and risks like overtrading that can occur if too much business is taken on without sufficient working capital. Managing working capital effectively through inventory, debtors, creditors and cash flow is important for business success.
Didier Keters director sector head ut.tran.log - ing -3-pl industry trendsVlerick_Alumni
The document summarizes trends in the 3PL (third party logistics) industry as observed by a banker. It outlines that 3PL companies are increasingly globalizing to follow clients, integrating supply chain operations, focusing on technology and sustainability, and investing in strategic real estate locations. Financing is also evolving, with 3PLs renting or obtaining long-term funding for real estate portfolios. Overall, the 3PL industry is being driven by globalization, operational excellence, green supply chain solutions, and knowledge of clients' industries.
Introduction
Working capital typically means the firm’s holding of current or short-term assets such as cash, receivables, inventory and marketable securities.
These items are also referred to as circulating capital
Corporate executives devote a considerable amount of attention to the management of working capital
Definition
Working Capital refers to that part of the firm’s capital, which is required for financing short-term or current assets such a cash marketable securities, debtors and inventories. Funds thus, invested in current assets keep revolving fast and are constantly converted into cash and this cash flow out again in exchange for other current assets. Working Capital is also known as revolving or circulating capital or short-term capital.
Nature Of Working Capital
Working capital management is concerned with the problems that arise in attempting to manage the current assets, the current liabilities and the interrelations that exist between them.
Current assets refer to those assets which in the ordinary course of business can be, or will be, converted into cash within one year without undergoing a diminution in value and without disrupting the operations of the firm.
Examples- cash, marketable securities, accounts receivable and inventory.
Current liabilities are those liabilities which are intended, at their inception, to be paid in the ordinary course of business, within a year, out of the current assets or the earnings of the concern.
Examples- accounts payable, bills payable, bank overdraft and outstanding expenses.
The document discusses working capital management. It defines working capital as the excess of current assets over current liabilities. It lists the key components of working capital like inventory, receivables, cash, and payables. It discusses different types of working capital and factors that determine working capital requirements like the nature of business, production cycle, and access to credit. The objectives of working capital management are to optimize current asset investments and ensure current liabilities can be met in a timely manner. Components of working capital management include inventory management, cash management, and receivables management.
Leo Burnett, an advertising agency, implemented the Maconomy ERP system to manage its rapid growth. The system streamlined processes, provided improved visibility and control over finances and projects. This allowed Leo Burnett to manage more work with fewer resources, improve cash flow through faster invoicing, and increase understanding of project costs and profitability.
Cheap operating costs may be appealing to you. But have you considered the price of your service quality deteriorating? Merck Shared Services established SSCs in high-cost locations such as Germany and the US. Why so? In this session, Thomas Laux explains the business case behind this decision and key lessons learnt during his 5 years of delivering high quality shared services, covering:
• What factors to consider when your objective is to focus on delivering a quality service
• Key lessons learnt and what results Merck have achieved in using this approach
The document discusses working capital, which is the cash needed for day-to-day business operations and is calculated as current assets minus current liabilities; it also covers liquidity ratios like the current ratio and acid test ratio to measure a business's ability to pay debts, and risks like overtrading that can occur if too much business is taken on without sufficient working capital. Managing working capital effectively through inventory, debtors, creditors and cash flow is important for business success.
Didier Keters director sector head ut.tran.log - ing -3-pl industry trendsVlerick_Alumni
The document summarizes trends in the 3PL (third party logistics) industry as observed by a banker. It outlines that 3PL companies are increasingly globalizing to follow clients, integrating supply chain operations, focusing on technology and sustainability, and investing in strategic real estate locations. Financing is also evolving, with 3PLs renting or obtaining long-term funding for real estate portfolios. Overall, the 3PL industry is being driven by globalization, operational excellence, green supply chain solutions, and knowledge of clients' industries.
Introduction
Working capital typically means the firm’s holding of current or short-term assets such as cash, receivables, inventory and marketable securities.
These items are also referred to as circulating capital
Corporate executives devote a considerable amount of attention to the management of working capital
Definition
Working Capital refers to that part of the firm’s capital, which is required for financing short-term or current assets such a cash marketable securities, debtors and inventories. Funds thus, invested in current assets keep revolving fast and are constantly converted into cash and this cash flow out again in exchange for other current assets. Working Capital is also known as revolving or circulating capital or short-term capital.
Nature Of Working Capital
Working capital management is concerned with the problems that arise in attempting to manage the current assets, the current liabilities and the interrelations that exist between them.
Current assets refer to those assets which in the ordinary course of business can be, or will be, converted into cash within one year without undergoing a diminution in value and without disrupting the operations of the firm.
Examples- cash, marketable securities, accounts receivable and inventory.
Current liabilities are those liabilities which are intended, at their inception, to be paid in the ordinary course of business, within a year, out of the current assets or the earnings of the concern.
Examples- accounts payable, bills payable, bank overdraft and outstanding expenses.
The document summarizes a case study of Newgen implementing a distributed capture and business process management solution for one of the largest banks in the world. The bank wanted to enhance operational efficiency and manage rapid growth. Newgen's solution involves scanning documents at branches, centralized processing using OmniScan, OmniDocs and OmniFlow, and a cheque truncation system. Key benefits included reduced processing time, improved customer satisfaction and reduced costs.
The way to understand anything
in life is to first understand the
fundamental concept that is
involve. For a subject like
“Effective Cash Management”,
the first thing to understand is
the difference between liquidity
and stupidity. Cash flow is the
lifeblood of a company and is
fundamental to its very existence.
Finance professionals must
understand how their decisions on
investment, operations and
financing lead to specific cash flow
moverments within the business
system. Part of the manager’s job
is to maintain an appropriate
balance between inflows and
outflows of cash. Unfortunately, an
intricate understanding of how
cash flows within company eludes
most business personnel.
SAP Human Capital Management (HCM) Success Story @ YASH SAP_yash
YASH implemented SAP HCM at biotechnology company Elan to automate HR processes and provide self-service access to employees and managers. The 4-month implementation included time management, employee self-service, and manager self-service modules. It improved collaboration, aligned HR with business objectives, and increased productivity by eliminating paper-based tasks. Elan benefited from decreased costs, improved satisfaction and retention, and faster information sharing.
This document provides a summary of an executive's experience and qualifications. Over 15 years, the executive has held leadership roles such as Executive Director, COO, Vice President, and Program Manager for international companies. The executive has a proven track record of delivering strong profit growth and turning around underperforming business units. Specific achievements include implementing systems that increased revenue by over $3 million annually and negotiated outsourcing agreements resulting in $0.7 million in annual efficiencies.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
The document summarizes a panel discussion on real-time processing in the banking industry. The panelists represented various large banks and a payments software provider. They discussed their organizations' implementations of real-time capabilities and the benefits they provide, including improved customer experience, increased efficiency, and competitive advantages. However, they also noted that achieving real-time requires significant technological changes and alignment of business processes. Customers now expect banking services to be as fast and convenient as other digital services.
Frederic Arrouays, CFO Emerging Markets at SAP - The Finance transformation a...Global Business Events
The document discusses the finance transformation at SAP and what constitutes the "new normal" for finance departments. It outlines increased pressures from economic challenges, regulation, disruptive technology, and globalization that require finance to improve strategy and performance management, risk compliance, and efficiency. SAP's objectives are to increase customer success, foster employee motivation, deliver on a growth objective of 20 billion euros in revenue by 2015, and achieve a 35% non-IFRS operating margin. It describes initiatives across customer centricity, operational excellence, and people to help SAP achieve these goals.
Agile FINANCIAL TIMES November 2009
CUSTOMER SPOTLIGHT - Reliance Mutual Fund
Business Intelligence in BFSI - by Sanjay Mehta, CEO, MAIA Intelligence P. Ltd.
SOLUTION SPOTLIGHT - 1KEY Agile BI Suite
Deutsche Bank sponsored interview 2011 Treasury Perspectivesbenpoolewriter
The role of the corporate treasurer and treasury department has evolved significantly following the credit crisis. Treasurers now focus on cash flow optimization, supply chain sustainability, and efficiency to maximize working capital with restricted liquidity. This has increased the authority and responsibilities of treasury departments. Technology enhancements and process improvements continue to be priorities to streamline operations and provide customized solutions through integrated platforms. Deutsche Bank focuses on delivering high quality client services and solutions through its technology and customer-centric approach.
Customer Experience Rules: Lessons from Old MutualBizagi
Customer Experience rules across the globe in corporate boardrooms but converting this strategy into real business operations is fully achieved only by few. How can you improve customer experience, retention and upsell? Can you do all 3 at the same time?
MAKING YOUR CUSTOMER THE FOCAL POINT THROUGH BUSINESS PROCESS MANAGEMENT is the groundbreaking case study delivered by FTSE 100 listed company OLD MUTUAL during PEX Week USA 2015.
Presented by Lorelei Jensen, Head of Strategic Business Solutions,
Old Mutual South Africa, these slides provide a unique insight into the methods used by OMSA to turn their Customer & Intermediary Transformation program into reality.
Download now to understand:
- What are the challenges and opportunities presented from shifting from “product-based” to “customer-focused” business - and how do you overcome them?
- Can a front-end BPM improve your customers’ experience in a physical office?
- How can BPM deliver a consistency of service across all channels and make it easy to work with you – for customers and intermediaries alike?
Finance Fast and Furious for Australian SMEsTim Richardson
Applying the lessons of the modern European finance team to Australian SMEs, to help businesses become more focused on opportunities and gain the agility to respond quickly and effectively.
A4 To A5 Brochure Clinic Cash Perform Sept Plus Logo Finalmardle
The document summarizes a two-hour clinic on working capital optimization led by John Mardle. The clinic helps executive teams focus on working capital issues, gain consensus on actions, and clarify how different areas impact the cash flow pipeline. Participants draw a model of their business's working capital flows to identify root causes of inefficiencies and estimate financial benefits of improvements. The clinic facilitator, John Mardle, has extensive experience implementing working capital optimization in major companies.
The document discusses a case study of Newgen providing a business process automation solution to a global banking leader for their retail operations in India. The solution automated key processes like account opening and loan processing through a workflow system integrated with the bank's core banking system. This centralized processing and reduced manual work, leading to shorter turnaround times, lower costs, and a better customer experience.
Periodic Reassessment, Continuous Improvement of Finance OperationsCognizant
A well-considered and executed transformation roadmap can help finance keep pace with emerging technologies and service delivery models, as well as advance key business objectives.
The burgeoning onshore wealth management industry has its own unique set of challenges and positioning but it is becoming increasingly attractive for banks with the rising wealth of Asian consumers.
Since many of these domestic banks are still in an investment mode, cost-to-income ratios in the industry are steadily increasing. Intensifying competition from domestic and foreign players over more careful and knowledgeable clients and the recent increase of regulatory requirements and administrative work present real challenges in scaling up.
Questions will thus arise - how can onshore wealth managers scale up their business effectively and efficiently without incurring the significant costs of their more mature peers? Which operational investment should be given priority within a finite budget – back-office, front-end, staffing or product manufacturing?
These issues and more will be discussed in the webinar on Scaling Up Your Wealth Management Business organized by Private Banker International and Sopra Banking Software based on research that has taken place around the region and globally.
In this presentation from The European Summit for Leaders in Finance Shared Services and Outsourcing 2012, Bob Leenen, Finance Director at Ingersoll Rand, explains how finance transformation programs can revitalise your shared services but it’s often difficult to get the resources you need from your CFO and CEO. In this session, Bob Leenen will share how to demonstrate business benefits that reach far beyond just your finance shared ser vices, covering:
• Key objectives of finance transformation you may have not considered
• How shared services can be a catalyst for wider crossfunctional change, leading to substantially higher benefits across the entire enterprise
• Reducing FTEs by 40% across the entire finance function while moving work into your SSC – how do you do more with less?
The document discusses the services of an operations management consultant called "The Ops Man" who can assist organizations with processes like cost reduction, process development, and interim management to improve the bottom line with minimal cost and risk. Popular quick wins mentioned include stock and process improvements, synergy analysis, and leadership and personnel reviews. The consultant's process involves an on-site assessment to identify value that could be delivered through an appropriate solution.
This study examines the working capital management practices of SMEs in Ghana, using Bestland Business Ventures as a case study. The objectives are to analyze how SMEs manage components of working capital like cash, inventory, and receivables. It also aims to determine how effective these practices are and their impact on profitability. Interviews and surveys were conducted with 50 stakeholders at Bestland Business Ventures. The results found that the company does a poor job of managing working capital. Specifically, cash management, inventory management, and receivables management practices are substandard and lack proper processes and systems. In conclusion, Bestland Business Ventures does not effectively manage its working capital. Recommendations include creating a credit control
Process Excellence At Credit Agricole Corporate & Investment Bank Case StudyNat Evans
Credit Agricole Corporate & Investment Bank launched a Lean Six Sigma initiative to improve efficiency. They identified the Cash Payments process as an opportunity, as it was high volume with low revenues. They applied Lean Six Sigma tools to redesign the front-to-back process and organizational structure, reducing non-value-added activities. This resulted in over 10% productivity gains through realigning roles, reducing manual work, and improving client focus. Key success factors included cross-functional participation and validating solutions with operational staff.
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The document summarizes a case study of Newgen implementing a distributed capture and business process management solution for one of the largest banks in the world. The bank wanted to enhance operational efficiency and manage rapid growth. Newgen's solution involves scanning documents at branches, centralized processing using OmniScan, OmniDocs and OmniFlow, and a cheque truncation system. Key benefits included reduced processing time, improved customer satisfaction and reduced costs.
The way to understand anything
in life is to first understand the
fundamental concept that is
involve. For a subject like
“Effective Cash Management”,
the first thing to understand is
the difference between liquidity
and stupidity. Cash flow is the
lifeblood of a company and is
fundamental to its very existence.
Finance professionals must
understand how their decisions on
investment, operations and
financing lead to specific cash flow
moverments within the business
system. Part of the manager’s job
is to maintain an appropriate
balance between inflows and
outflows of cash. Unfortunately, an
intricate understanding of how
cash flows within company eludes
most business personnel.
SAP Human Capital Management (HCM) Success Story @ YASH SAP_yash
YASH implemented SAP HCM at biotechnology company Elan to automate HR processes and provide self-service access to employees and managers. The 4-month implementation included time management, employee self-service, and manager self-service modules. It improved collaboration, aligned HR with business objectives, and increased productivity by eliminating paper-based tasks. Elan benefited from decreased costs, improved satisfaction and retention, and faster information sharing.
This document provides a summary of an executive's experience and qualifications. Over 15 years, the executive has held leadership roles such as Executive Director, COO, Vice President, and Program Manager for international companies. The executive has a proven track record of delivering strong profit growth and turning around underperforming business units. Specific achievements include implementing systems that increased revenue by over $3 million annually and negotiated outsourcing agreements resulting in $0.7 million in annual efficiencies.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
The document summarizes a panel discussion on real-time processing in the banking industry. The panelists represented various large banks and a payments software provider. They discussed their organizations' implementations of real-time capabilities and the benefits they provide, including improved customer experience, increased efficiency, and competitive advantages. However, they also noted that achieving real-time requires significant technological changes and alignment of business processes. Customers now expect banking services to be as fast and convenient as other digital services.
Frederic Arrouays, CFO Emerging Markets at SAP - The Finance transformation a...Global Business Events
The document discusses the finance transformation at SAP and what constitutes the "new normal" for finance departments. It outlines increased pressures from economic challenges, regulation, disruptive technology, and globalization that require finance to improve strategy and performance management, risk compliance, and efficiency. SAP's objectives are to increase customer success, foster employee motivation, deliver on a growth objective of 20 billion euros in revenue by 2015, and achieve a 35% non-IFRS operating margin. It describes initiatives across customer centricity, operational excellence, and people to help SAP achieve these goals.
Agile FINANCIAL TIMES November 2009
CUSTOMER SPOTLIGHT - Reliance Mutual Fund
Business Intelligence in BFSI - by Sanjay Mehta, CEO, MAIA Intelligence P. Ltd.
SOLUTION SPOTLIGHT - 1KEY Agile BI Suite
Deutsche Bank sponsored interview 2011 Treasury Perspectivesbenpoolewriter
The role of the corporate treasurer and treasury department has evolved significantly following the credit crisis. Treasurers now focus on cash flow optimization, supply chain sustainability, and efficiency to maximize working capital with restricted liquidity. This has increased the authority and responsibilities of treasury departments. Technology enhancements and process improvements continue to be priorities to streamline operations and provide customized solutions through integrated platforms. Deutsche Bank focuses on delivering high quality client services and solutions through its technology and customer-centric approach.
Customer Experience Rules: Lessons from Old MutualBizagi
Customer Experience rules across the globe in corporate boardrooms but converting this strategy into real business operations is fully achieved only by few. How can you improve customer experience, retention and upsell? Can you do all 3 at the same time?
MAKING YOUR CUSTOMER THE FOCAL POINT THROUGH BUSINESS PROCESS MANAGEMENT is the groundbreaking case study delivered by FTSE 100 listed company OLD MUTUAL during PEX Week USA 2015.
Presented by Lorelei Jensen, Head of Strategic Business Solutions,
Old Mutual South Africa, these slides provide a unique insight into the methods used by OMSA to turn their Customer & Intermediary Transformation program into reality.
Download now to understand:
- What are the challenges and opportunities presented from shifting from “product-based” to “customer-focused” business - and how do you overcome them?
- Can a front-end BPM improve your customers’ experience in a physical office?
- How can BPM deliver a consistency of service across all channels and make it easy to work with you – for customers and intermediaries alike?
Finance Fast and Furious for Australian SMEsTim Richardson
Applying the lessons of the modern European finance team to Australian SMEs, to help businesses become more focused on opportunities and gain the agility to respond quickly and effectively.
A4 To A5 Brochure Clinic Cash Perform Sept Plus Logo Finalmardle
The document summarizes a two-hour clinic on working capital optimization led by John Mardle. The clinic helps executive teams focus on working capital issues, gain consensus on actions, and clarify how different areas impact the cash flow pipeline. Participants draw a model of their business's working capital flows to identify root causes of inefficiencies and estimate financial benefits of improvements. The clinic facilitator, John Mardle, has extensive experience implementing working capital optimization in major companies.
The document discusses a case study of Newgen providing a business process automation solution to a global banking leader for their retail operations in India. The solution automated key processes like account opening and loan processing through a workflow system integrated with the bank's core banking system. This centralized processing and reduced manual work, leading to shorter turnaround times, lower costs, and a better customer experience.
Periodic Reassessment, Continuous Improvement of Finance OperationsCognizant
A well-considered and executed transformation roadmap can help finance keep pace with emerging technologies and service delivery models, as well as advance key business objectives.
The burgeoning onshore wealth management industry has its own unique set of challenges and positioning but it is becoming increasingly attractive for banks with the rising wealth of Asian consumers.
Since many of these domestic banks are still in an investment mode, cost-to-income ratios in the industry are steadily increasing. Intensifying competition from domestic and foreign players over more careful and knowledgeable clients and the recent increase of regulatory requirements and administrative work present real challenges in scaling up.
Questions will thus arise - how can onshore wealth managers scale up their business effectively and efficiently without incurring the significant costs of their more mature peers? Which operational investment should be given priority within a finite budget – back-office, front-end, staffing or product manufacturing?
These issues and more will be discussed in the webinar on Scaling Up Your Wealth Management Business organized by Private Banker International and Sopra Banking Software based on research that has taken place around the region and globally.
In this presentation from The European Summit for Leaders in Finance Shared Services and Outsourcing 2012, Bob Leenen, Finance Director at Ingersoll Rand, explains how finance transformation programs can revitalise your shared services but it’s often difficult to get the resources you need from your CFO and CEO. In this session, Bob Leenen will share how to demonstrate business benefits that reach far beyond just your finance shared ser vices, covering:
• Key objectives of finance transformation you may have not considered
• How shared services can be a catalyst for wider crossfunctional change, leading to substantially higher benefits across the entire enterprise
• Reducing FTEs by 40% across the entire finance function while moving work into your SSC – how do you do more with less?
The document discusses the services of an operations management consultant called "The Ops Man" who can assist organizations with processes like cost reduction, process development, and interim management to improve the bottom line with minimal cost and risk. Popular quick wins mentioned include stock and process improvements, synergy analysis, and leadership and personnel reviews. The consultant's process involves an on-site assessment to identify value that could be delivered through an appropriate solution.
This study examines the working capital management practices of SMEs in Ghana, using Bestland Business Ventures as a case study. The objectives are to analyze how SMEs manage components of working capital like cash, inventory, and receivables. It also aims to determine how effective these practices are and their impact on profitability. Interviews and surveys were conducted with 50 stakeholders at Bestland Business Ventures. The results found that the company does a poor job of managing working capital. Specifically, cash management, inventory management, and receivables management practices are substandard and lack proper processes and systems. In conclusion, Bestland Business Ventures does not effectively manage its working capital. Recommendations include creating a credit control
Process Excellence At Credit Agricole Corporate & Investment Bank Case StudyNat Evans
Credit Agricole Corporate & Investment Bank launched a Lean Six Sigma initiative to improve efficiency. They identified the Cash Payments process as an opportunity, as it was high volume with low revenues. They applied Lean Six Sigma tools to redesign the front-to-back process and organizational structure, reducing non-value-added activities. This resulted in over 10% productivity gains through realigning roles, reducing manual work, and improving client focus. Key success factors included cross-functional participation and validating solutions with operational staff.
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.