The document discusses the role of the Chief Change Officer and key functions within organizational change initiatives. It summarizes the skills and roles needed to successfully manage change, including building target operating models, communicating change rationale, implementing change in phases, evaluating change progress, and responding to regulatory drivers of change. It also covers trends in financial services like data analytics skills, payment technologies, cybersecurity threats, and a shift towards permanent over contract hiring.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
The document discusses strategic IT management and the evolution of IT over different eras from the 1960s to present. It outlines different IT management environments including strategic, turnaround, factory, and support based on an organization's dependence on existing and planned applications. Different IT strategies and challenges of implementation are also summarized.
Driving Competitive Advantage In Uncertain TimesGreg Meyers
Reimagine business processes by extending digital’s power all the way through to the middle and back office where it can generate growth, cost efficiency, and business agility.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
This document provides a summary of a study on how small and midsize enterprises are adapting to digital transformation. Some key findings include:
- Faster growing companies are further along in their digital transformation journey and see more benefits from new technologies.
- While most companies have implemented some digital technologies, effective coordination and use is important for success.
- Advanced business analytics and insights into external operations can help drive business success.
- Younger-led companies and those in North America tend to be more advanced in digital transformation.
The document recommends that digital transformation is an ongoing process, benefits come from integrating technologies into business processes, and tapping internal and external resources is important.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
The document discusses strategic IT management and the evolution of IT over different eras from the 1960s to present. It outlines different IT management environments including strategic, turnaround, factory, and support based on an organization's dependence on existing and planned applications. Different IT strategies and challenges of implementation are also summarized.
Driving Competitive Advantage In Uncertain TimesGreg Meyers
Reimagine business processes by extending digital’s power all the way through to the middle and back office where it can generate growth, cost efficiency, and business agility.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
This document provides a summary of a study on how small and midsize enterprises are adapting to digital transformation. Some key findings include:
- Faster growing companies are further along in their digital transformation journey and see more benefits from new technologies.
- While most companies have implemented some digital technologies, effective coordination and use is important for success.
- Advanced business analytics and insights into external operations can help drive business success.
- Younger-led companies and those in North America tend to be more advanced in digital transformation.
The document recommends that digital transformation is an ongoing process, benefits come from integrating technologies into business processes, and tapping internal and external resources is important.
- Faster growing small and midsize companies are further along in their digital transformations, with over half actively engaged. Effective use of technology to automate functions and optimize processes is associated with better performance.
- While many companies have deployed digital technologies like collaboration software and CRM, effectively coordinating and integrating these resources is important for progressing digital transformations. Successful companies continually invest in improving their use of digital technologies.
- Faster growing companies are more optimistic about the benefits of digital transformation for performance and competition, but also realize challenges in relying too much on data and losing personal customer relationships. Advanced business analytics that provide insights are seen as key to transformation success.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
A Portfolio Strategy To Execute Digital TransformationCapgemini
Senior Executives in pretty much all industries have now elevated digital transformation to the top of their strategic agenda. And they’re right to do so. The risk of falling behind the curve is so great that senior leaders are not debating whether digital technologies will affect their competitive position, but rather how to conduct an effective digital transformation and how fast it can be done.
However, an organization’s determination to get on the front foot with a bold digital strategy often falters when it comes up against the multi-dimensional complexity of the questions it faces and the risks it must manage. Should we prioritize short-term improvements at the expense of potentially larger strategic shifts? How fast will our industry be disrupted: months, years, or even decades? What level of risk are we willing to take on innovative new business models? Can we deliver our digital strategy in house or do we need to partner?
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
The document discusses technology considerations for the mortgage industry. It notes that innovation is critical as competition increases and margins shrink. Regulations have increased costs significantly. Mortgage originators should ensure proper foundations are in place for increased oversight focusing on strategic planning, policies, procedures, training, risk management and data quality. They also need to understand the new digital savvy borrower who favors convenience and personalization through digital channels. However, borrowers still prefer some human touchpoints and may still favor brick-and-mortar branches. A well-designed strategic technology plan can provide business value through growth, profitability, risk mitigation and improved customer and employee experiences.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
The Impact of Digital Transformation on Corporate Performance_kamann_sivri_2012MyCityMetropolis
The document discusses how digital transformation is impacting corporate performance. It describes how the digital revolution is being driven by increased information availability, social connectivity, true mobility, and the merging of digital and physical worlds. This is transforming products/services, customer needs, competition, and business models. Companies can improve top-line and bottom-line performance by leveraging opportunities like business innovation, expansion, enrichment, process automation, flexibility, and control. Developing a digital agenda is important to successfully transform and improve corporate performance over time.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
McK - 'Transformer in chief'- The new chief digital officerSotiris Syrmakezis
The document discusses the changing role of the chief digital officer (CDO). The CDO role is no longer focused on basic digital capabilities, but is now responsible for comprehensive digital transformations across a company. Today's CDO must coordinate changes to how a company works and develop new business lines quickly. The document outlines five key skills needed for CDOs to drive successful digital transformations: 1) integrating digital into all aspects of business strategy; 2) obsessively focusing on customers; 3) building agility, speed and data usage; 4) extending networks outside the company; and 5) developing digital talent.
IT Outsourcing Trends - 2016 and beyond Euro IT Group
Worldwide IT Outsourcing market
Digitalization puts pressure on all organizations
Business leads technology
Large contract renegotiation
New working & pricing models
Flexible sourcing models
Project management trends
Co-opetition between IT service providers
Focus on risk
Employment strategies
New technology trends
The document discusses the growing role of Chief Digital Officers (CDOs) in companies. It outlines some of the key responsibilities of CDOs, which include developing a company's digital strategy, integrating digital initiatives across business units, and educating other executives about digital opportunities. The document also provides examples of prominent companies that have hired CDOs, such as Starbucks, CVS, and Renault, and discusses some of the digital projects these CDOs have led. It predicts that the number of CDO positions will continue increasing globally as more companies recognize the importance of digital strategies.
BearingPoint provides Lean management solutions and expertise to companies across Europe to improve performance and consistency. They have over 80 senior managers experienced in Lean programs across 16 countries. BearingPoint views Lean management as combining 7 key factors: mindset, flow, value, skills, integration, standardization, and continuous improvement (PDCA). Their approach focuses on practical problem solving, bottom-up involvement, and change management to successfully structure and deploy Lean initiatives throughout organizations.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
El documento describe el método de valores y vectores propios para resolver sistemas de ecuaciones diferenciales. Explica que al asociar cada valor propio de la matriz con un vector propio correspondiente, se pueden determinar las soluciones del sistema como una combinación lineal de las funciones exponenciales de los valores propios multiplicados por los vectores propios. A continuación, resuelve tres ejemplos numéricos aplicando este método.
Este documento presenta una introducción al estado de Nuevo León en México. Incluye secciones sobre su geografía, demografía, cultura que destaca la música norteña y poesía, turismo, deportes populares como fútbol y hockey, y gastronomía. El estado tiene 51 municipios y es el tercero más poblado de México, liderado por la ciudad de Monterrey.
- Faster growing small and midsize companies are further along in their digital transformations, with over half actively engaged. Effective use of technology to automate functions and optimize processes is associated with better performance.
- While many companies have deployed digital technologies like collaboration software and CRM, effectively coordinating and integrating these resources is important for progressing digital transformations. Successful companies continually invest in improving their use of digital technologies.
- Faster growing companies are more optimistic about the benefits of digital transformation for performance and competition, but also realize challenges in relying too much on data and losing personal customer relationships. Advanced business analytics that provide insights are seen as key to transformation success.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
A Portfolio Strategy To Execute Digital TransformationCapgemini
Senior Executives in pretty much all industries have now elevated digital transformation to the top of their strategic agenda. And they’re right to do so. The risk of falling behind the curve is so great that senior leaders are not debating whether digital technologies will affect their competitive position, but rather how to conduct an effective digital transformation and how fast it can be done.
However, an organization’s determination to get on the front foot with a bold digital strategy often falters when it comes up against the multi-dimensional complexity of the questions it faces and the risks it must manage. Should we prioritize short-term improvements at the expense of potentially larger strategic shifts? How fast will our industry be disrupted: months, years, or even decades? What level of risk are we willing to take on innovative new business models? Can we deliver our digital strategy in house or do we need to partner?
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
The document discusses technology considerations for the mortgage industry. It notes that innovation is critical as competition increases and margins shrink. Regulations have increased costs significantly. Mortgage originators should ensure proper foundations are in place for increased oversight focusing on strategic planning, policies, procedures, training, risk management and data quality. They also need to understand the new digital savvy borrower who favors convenience and personalization through digital channels. However, borrowers still prefer some human touchpoints and may still favor brick-and-mortar branches. A well-designed strategic technology plan can provide business value through growth, profitability, risk mitigation and improved customer and employee experiences.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
The Impact of Digital Transformation on Corporate Performance_kamann_sivri_2012MyCityMetropolis
The document discusses how digital transformation is impacting corporate performance. It describes how the digital revolution is being driven by increased information availability, social connectivity, true mobility, and the merging of digital and physical worlds. This is transforming products/services, customer needs, competition, and business models. Companies can improve top-line and bottom-line performance by leveraging opportunities like business innovation, expansion, enrichment, process automation, flexibility, and control. Developing a digital agenda is important to successfully transform and improve corporate performance over time.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
McK - 'Transformer in chief'- The new chief digital officerSotiris Syrmakezis
The document discusses the changing role of the chief digital officer (CDO). The CDO role is no longer focused on basic digital capabilities, but is now responsible for comprehensive digital transformations across a company. Today's CDO must coordinate changes to how a company works and develop new business lines quickly. The document outlines five key skills needed for CDOs to drive successful digital transformations: 1) integrating digital into all aspects of business strategy; 2) obsessively focusing on customers; 3) building agility, speed and data usage; 4) extending networks outside the company; and 5) developing digital talent.
IT Outsourcing Trends - 2016 and beyond Euro IT Group
Worldwide IT Outsourcing market
Digitalization puts pressure on all organizations
Business leads technology
Large contract renegotiation
New working & pricing models
Flexible sourcing models
Project management trends
Co-opetition between IT service providers
Focus on risk
Employment strategies
New technology trends
The document discusses the growing role of Chief Digital Officers (CDOs) in companies. It outlines some of the key responsibilities of CDOs, which include developing a company's digital strategy, integrating digital initiatives across business units, and educating other executives about digital opportunities. The document also provides examples of prominent companies that have hired CDOs, such as Starbucks, CVS, and Renault, and discusses some of the digital projects these CDOs have led. It predicts that the number of CDO positions will continue increasing globally as more companies recognize the importance of digital strategies.
BearingPoint provides Lean management solutions and expertise to companies across Europe to improve performance and consistency. They have over 80 senior managers experienced in Lean programs across 16 countries. BearingPoint views Lean management as combining 7 key factors: mindset, flow, value, skills, integration, standardization, and continuous improvement (PDCA). Their approach focuses on practical problem solving, bottom-up involvement, and change management to successfully structure and deploy Lean initiatives throughout organizations.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
El documento describe el método de valores y vectores propios para resolver sistemas de ecuaciones diferenciales. Explica que al asociar cada valor propio de la matriz con un vector propio correspondiente, se pueden determinar las soluciones del sistema como una combinación lineal de las funciones exponenciales de los valores propios multiplicados por los vectores propios. A continuación, resuelve tres ejemplos numéricos aplicando este método.
Este documento presenta una introducción al estado de Nuevo León en México. Incluye secciones sobre su geografía, demografía, cultura que destaca la música norteña y poesía, turismo, deportes populares como fútbol y hockey, y gastronomía. El estado tiene 51 municipios y es el tercero más poblado de México, liderado por la ciudad de Monterrey.
Carly Gorka - UMSL's (University of Missouri - St. Louis) Dean's List Spring ...Carly (CJ) Gorka
The document lists over 200 students who earned a spot on the Dean's List for Spring 2010 at their university. To qualify for the Dean's List, students needed to earn a GPA of 3.5 or higher for the semester while completing at least 12 credit hours with no incomplete grades. The list recognizes high achieving students in good standing within the Honors program as of June 1st, 2010.
Lindsey Bornstein_Social Media Manager_Brand AdvocateLindsey Bornstein
Lindsey Bornstein is a social media community manager and digital marketer with over 7 years of experience in brand management, marketing, and strategic planning. She has a proven track record of developing brand strategies, managing projects and teams, analyzing data, and consistently exceeding objectives for companies in the home goods industry. This resume documents her education, skills, work history managing multiple brands and product lines, and experience across social media platforms and analytics tools.
Описываются результаты исследования представлений студентов о возможностях их самореализации в образовательном процессе современного вуза. Раскрываются субъективно-значимые условия самореализации и данные их измерений у студентов различных вузов.
A marketing professional with 3+ years of combined experience in marketing automation and project management. Well-versed in digital integration across a variety of products and marketing communications platforms. Experienced in marketing automation and CRM platform administration, social media marketing, demand generation, and complex data integrations. Currently seeking a Marketing Automation role which will effectively utilize all acquired skills, abilities, and areas of expertise as follows:
- Project Management
- Lead Routing
- Drip Nurturing
- Closed-Loop Reporting
- Email Marketing
- Demand Generation
- B2B & B2C Marketing
- SMS Marketing
- SEO, SEM & Analytics
This document summarizes various anti-anxiety drugs including benzodiazepines, 5-HT1A agonists, melatonin receptor agonists, and barbiturates. It describes how these drugs work by potentiating GABA receptors in the brain to produce sedative and anxiolytic effects. Specific drugs mentioned include diazepam, buspirone, remelteon, phenobarbital, and thiopental. The document also discusses the pharmacokinetics, uses, and side effects of these different classes of anti-anxiety medications.
Este documento resume la situación de las deducciones fiscales para proyectos de I+D+i en el sector TIC en España. Explica que aunque los incentivos fiscales son favorables, su aplicación genera incertidumbre para las empresas debido a desacuerdos entre calificaciones de proyectos y retrasos en procesos. La ley de 2014 amplió la definición de I+D para software pero aún queda por clarificar. El grupo de trabajo analizó casos reales y concluyó que la nueva definición se alinea con la UE pero requiere interpretar conceptos
Project Management Failure in Banking Digital Transformation.pdfCeyhun Jay Tugcu
Digital transformation is a strategic imperative for the banking industry, promising enhanced efficiency, customer experiences, and competitive positioning. However, project management failures have emerged as critical obstacles, impeding the seamless execution of digital transformation initiatives.
The Covid-19 crisis plunges companies into an unprecedented period of uncertainty and instability
After the shock of the confinement and near-total stoppage of the economy, the recovery promises to be gradual and full of unknowns in terms of both demand and supply.
Introducing Acquia’s DXP Vision, Strategy, Renaming, and RepackagingAcquia
Please join Acquia’s executive team as they share with partners how Acquia’s new product strategy will help the partner community build more sales opportunities and revenue growth. You will come away from this webinar knowing:
Acquia’s vision, strategy, and opportunity in the DXP market
How our products and roadmap will achieve this vision
What our new product branding and packages are, and how these map to the old branding and packages
New services opportunities available to partners
New partner selling tools now available
*Register and receive a $15 Voucher. Available to Acquia’s Partner employees only. Must attend to use the voucher.
Digital Business Transformation - MobiloitteMobiloitte
Digital business transformation involves integrating digital technologies to transform business processes, strategies, and operations. It enables companies to take advantage of new opportunities from technologies like cloud computing, mobility, and data. Many companies are developing digital transformation plans to adapt to changing customer preferences for digital and mobile services. Mobiloitte helps clients develop winning digital transformation strategies to thrive in this new digital economy.
CRM - A Game-Changer in Digital transformation.pptxNRBsanv
With this presentation, you will discover how CRM, coupled with other technologies, can help you create a client experience worthy of the name, automate the sales and marketing processes and gain a complete view of your business performance.
More informations contact marketing@nrb.be
Financial services firms struggle more than other industries to digitize their products and services, often failing to digitally transform themselves as quickly as other organizations. Facing new competition from more digitally savvy technology businesses, finserv firms are looking for new, better ways of doing digital transformation and addressing risks in their businesses.
In this presentation, moderated by Ian Lowe, VP Marketing at Crownpeak, Eric Feige, Managing Director at VShift, shares real-world examples of how a practical, next-gen approach to digital transformation accelerates growth in financial services, while tackling risk head-on.
The presentation covered three important keys to mitigating risk :
• Updated governance models: Addressing who owns the client and who owns digital to accelerate progress
• Decoupled digital technology: Overcoming speed-to-market obstacles presented by monolithic software and IT approaches
• Culture change tactics: Changing behaviors throughout the organization
The document summarizes the key findings of a study on digital M&A conducted by EY between November and December 2017. Some of the main findings are:
- Many companies face challenges in building an effective digital ecosystem and introducing new deal processes to capitalize on digital acquisitions.
- 90% of companies are considering digital priorities in their capital allocation planning but value is often eroded due to flawed integration strategies.
- The study identifies three levels of digital M&A maturity among companies: leaders, adopters, and aspirers. Most companies (57%) are currently aspirers.
How to Get Started with Digital Transformationbasilmph
Digital transformation has become a critical necessity in today's business landscape. A McKinsey study underpins that to remain competitive, businesses must adapt and innovate. It not only enhances operational efficiency but also brings about improved customer experience. Digital transformation strategy can open up new revenue streams, improve staff productivity, and enable quick decision-making.
Digital Expertise Breakfasts
The document provides information about a breakfast event on digital transformation hosted by Digital Works Consulting. It includes an agenda that discusses trends in digital technology, how digital transformation can benefit businesses, an overview of transformation approaches, and how to successfully implement transformation. Examples of Digital Works Consulting clients who benefited from their expertise in digital strategy, product development, and project management are also provided.
This document provides a process and checklist for developing an effective digital strategy. It outlines common barriers to digital strategy such as alignment, skills, silos, metrics, resources, culture and regulations. The process involves identifying a catalyst, building leadership support and a team, conducting research, co-creating a strategy, synthesizing it, gaining alignment, and implementing the strategy. Following this process can help brands adapt to digital disruptions and remain relevant.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
McGregor Boyall - new IT Update 2014-15Winnie Wong
The document summarizes technology trends in the financial services industry in 2014 and predictions for 2015. Some key points:
- 2014 saw high demand for technology roles to meet regulatory deadlines and improve data capabilities. Data was a top priority area.
- Implementation of the BCBS 239 standard to improve risk data aggregation and reporting was a major focus in 2014 and will continue through the January 2016 deadline. This requires significant investment in data, reporting and risk systems.
- Demand was also high for improving KYC, AML and CDD reporting through data integration and management. Combating issues with global client data was a priority.
- Looking to 2015, data capabilities will remain a key focus area.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
Digital transformation _a_road-map_for_billion-dollar_organizationsPaula Calvo Lopez
HotelCo is pursuing digital transformation across its global hospitality business by experimenting with new technologies to enhance its online presence, mobile customer engagement, and internal operations. It is integrating social media and third-party reviews onto its websites, conducting mobile marketing campaigns, and exploring how emerging technologies can improve processes. However, HotelCo faces challenges coordinating its various digital initiatives while balancing innovation, security, and organizational ownership. It is taking a measured approach to transformation to rationalize technologies and processes enterprise-wide.
Disrupted - Executive Perspectives on Banking & InsuranceAlastair Davies
Management Events' Surveys team interviewed more than 600 decision makers from leading Banks and Insurers in Europe and Southeast Asia to find their key business needs, development projects and solution investments.
Given the rapid advancement of technology, it is imperative for Chief Information Officers (CIOs) to actively lead in promoting innovation and adaptability. Looking to 2024, CIOs will encounter obstacles that demand quick thinking and strategic planning to succeed. Apart from steering digital transformation initiatives for business sustainability over time, they also have to confront cybersecurity threats effectively. This blog will look at the top CIO challenges in 2024 and share a guide to overcome challenges.
This document discusses digital transformation strategies for businesses. It covers several topics:
1. It outlines BCG's four-phase approach to digital transformation: education, clarification, acceleration, and scaling up projects. This helps companies integrate new technologies and prepare for future innovations.
2. It also discusses an IBM study that found customer experience should be the central focus of digital transformation, not just products or processes. Data and cognitive processes can be used to better understand customers and adapt interactions accordingly.
3. IBM's pillars for supporting digital transformation are also summarized: design thinking, platforms, academies, and factories to experiment, innovate and industrialize digital changes.
1. mcgregor-boyall.com
UK & Europe | The Middle East | Asia Pacific
Financial Services Technology Update
The Chief Change Officer
T
he Leader of Change, the new
Chief Change Officer is responsible
for all organisational change
initiatives, tools and methodologies
within an organisation. These include
Six Sigma, Balanced Scorecard, Lean
Enterprise, supply-chain management,
benchmarking and business systems
process modelling, to name but a few.
Throughout last year we have seen
businesses continuously seeking talents
with track records of implementing
and managing change programmes.
Today the rate of change has never
been more rapid or more constant.
Whether the change is a small one, like
the implementation of a new system, or
a much bigger one such as a company
divestment or merger, the way that
change is managed makes all the
difference to its success or failure.
Users rarely welcome change. Hence
together with the hard technical skills
mentioned above, the most important
skills a Change Professional must
possess is the ability to affect positive
transformation which does not threaten
the status quo. They must ensure that
doing things differently also means doing
them better in the long run, and that
they bring a collaborative and sensitive
approach to the project.
“When you are finished changing,
you’re finished.” - Benjamin Franklin
Key functions the CCO are
looking for:
Build the Target Operating Model –
The Strategist and Business Process
Solutions Specialist
This high level professional takes on a
real challenge to decide and describe
the desired state of the operations of a
business. Typically a TOM also includes
the roadmap over time that specifies
what the company needs to do to move
from the “as is” to the “to be”. Deep and
broad business experience coupled with
a structured approach to define work
streams is a rare mix, hence 2015 has
been a good market for this skillset.
Communicate the Rationale
Behind the Need for Change – The
Programme Relationship Manager
To introduce any change, large or small,
top down or bottom up, employees must
know why it is important for the change
to occur and the intended benefits. This
highly skilled function will handle this
carefully and communicate to all affected
parties, often in global locations. There
should also be adequate opportunities
for people to voice their concerns and
contribute their thoughts, views and
opinions. The Relationship Manager
juggles feedback and politics, scopes
boundaries, and will eventually convince
employees of the need for change.
All Change in Financial
Services
If there was one thing we
were sure to have happened
this year in Financial
Services, it was Change.
Numerous initiatives, both
proactive and reactive, new
and inflight have gone into
production with varying
results and satisfaction.
At this stage, technology
can no longer be viewed
as something that simply
supports the business.
Throughout 2015, senior
Technology Executives
worked with Business
Leaders to drive the changes
required to keep up with
an increasingly competitive
landscape. Leading change
involves juggling technology
shifts and new business
models, framed by cost
control – what fits, what
doesn’t, what suits the
business best.
A Review of 2015
Jan 2016
2. mcgregor-boyall.com
Implement the Change in Phases –
The Planner and Deliverer
Change is usually best received when it is
implemented in bite sized chunks. Most
change can be broken down into phases
that can be reviewed along the way.
Collaboration is key, so if circumstances
allow, having a pilot group of employees
to test the change before it is fully
embedded is a good way to ensure
that more people ‘buy in’ to what is
happening and why. The end result must
be delivery, be it a new set of processes
or toolsets, or a suite of applications, it
must be a product which will satisfy the
users’ needs.
Evaluate, Review and Report on
Change - The Project Manager
Careful monitoring of the entire change
process is essential in order to be able
to measure its impact and evaluate its
success and if fine-tuning is required.
People need to be kept informed about
how things are progressing, the results
that are occurring and whether the
change programme is on track and has
met its objectives.
Reactive Proactive Change
Drivers – The Regulators
Over the past three years, meeting
regulatory deadlines, dealing with
compliance pressure, reducing financial
penalties and maintaining monetary
stability have remained the top priorities
for Banking Executives.
As the initiatives enter implementation
and maturity, cycles repeat themselves
and we are seeing businesses taking
a more proactive approach to dealing
with these issues. In 2015, they faced
looming and then extended deadlines
for MiFID2, milking the now talent rich
market. BCBS239 / FDSF / FRTB are
being shoehorned into implementation
amongst EMIR, Pillar 2 and CCR in
reshaped banking groups.
Over the last 12 months Client On-
boarding, AML, KYC & CDD, Financial
Crime, Advisory, Control Room and
Data Protection all affected large scaled
reviews and remedial action. This created
demand for contractors in lower level
support functions, and more project level
strategic hires at mid to senior levels.
Rethinking Technology – All
New Integrated Experience
from the Innovation Director
In 2015, we were pleased to see banks
making new investments in advanced
digital technologies with the goal to
improve their services for customers
and remove friction from their journeys.
With new challengers in the banking
market, established banks are capitalising
on their brands and infrastructure to
offer a sophisticated experience to their
end users. Traditional online services
and sales and mobile commerce are
integrating with bricks and clicks services.
Innovation is key to the success of
digitalisation. The Innovation Director
is responsible for strategy, future state
architecture and often for investing in
small hi-tech sometimes multi-million
dollar companies. A lynchpin in this
space, the Innovation Director is tasked
to work and network with Fintech.
Whilst the banks have legacy systems
to contend with, the Fintech start-ups
have a clean slate and bright blue sky.
To marry the best of both worlds is an
enviable task for the Director.
Vacancy breakdown by skills
32%
BA/PM/Change
39%
Application
Development
16%
Infrastructure
andSupport
13%
DataBI
3. mcgregor-boyall.com
Neutralising Cyber Threats
With recent high profile security breaches
seen in the press, security experts in the
banks expect cyber attacks to increase
in the coming year. We have seen a
strong trend for businesses auditing
and assessing their technology in order
to understand their potential exposure.
Cloud computing allows vast amounts
of data to be stored without taking up
one inch of physical space. Increasingly,
businesses rely on it to warehouse their
sensitive information. Hackers targeting
cloud computing could be a big threat
in 2016, in particular when the data is
managed on a mobile device. However
the biggest threats are not going to be
information breaches but the attacks
against critical infrastructure, like utilities,
telecommunications and logistics.
In response, voice biometrics,
fingerprints, iris scans and other
authentication options have started to
replace passwords as a means to verify
a user’s identity and simplify the online
and mobile login process. The key is to
provide security against hackers whilst
improving the overall user experience.
The advent of the bank domain may
protect against spammers and phishers.
New ideas such as replacing credit
card magnetic strips and building new
CryptoWall will create high demands
across all business sectors, but especially
in banking.
All in all, roles for Access Control,
Information Security, Encryption and
Network Security skills have been
increasing throughout the year and
we predict that the upward trend will
continue in 2016.
A New Take on Data Specialist
Talents
With highly defined data strategies
companies are now recognising Business
Intelligence and as a separate talent
market to both Technology and Change.
In 2015, McGregor Boyall’s Data Subject
Matter Experts in BI, Datawarehousing
and Enterprise Data Management related
positions and have never been busier.
Banks are in a race to recruit all manner
of data specialists including modellers,
architects, stewards, governance and
scientists, largely focussed in change
initiatives. We are also seeing demand for
regulatory, risk and compliance, but also
advanced data analysts for cross-selling
and up-selling of targeted offering, as
well as mobile tracking of customers’
tastes across channels and devices.
Client segmentation and improved CRM
strategy have been key to balance cost
versus service. In particular lack of Big
Data skillset means that employers are
offering greater flexibility globally and
are willing to upskill to the required level.
Data Management agendas are long
term, so where possible the appetite is
for permanent hires.
Payment Technology – The
Real Life Application which
affects you
Problems with payments have hit
headlines once again in 2015, mainly
caused by platform inefficiencies after a
decade of mergers and acquisition. Banks
have battled over Payments Experts with
functional, architectural, technical and
proven delivery skills.
Whilst dealing with legacy integration,
the advancement in digital technology
has welcomed many new trends over the
last couple of years, and the payment
industry is constantly evolving and
adapting to keep pace. Consumers have
entered this brave new world in one large
stride. In 2015, our clients moved further
towards a cashless society, and Senior
Managers in our clients said that this will
continue in 2016, with a further decline in
conventional retail banking.
Perm v Contract Vacancies 2015 - 4 week rolling Perm Contract
80
70
60
50
40
30
20
10
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
4. mcgregor-boyall.com
Investments have been made in
implementing digital services such as
e-money accounts with linked debit
and prepaid cards. These are quickly
emerging as popular alternatives to
traditional banking globally. Mobile
payments have become extremely
competitive and our banking clients,
mostly head office banks, have been
aggressively reengineering and
developing their platforms to expand
their services. So far with the increasing
flexibility and popularity of smartphones,
this method has been very well received
by consumers. Watch this space for
Biometrics authentication and payments,
and the much discussed payments
via social media and Bitcoin, whilst
banks look to unlock the power behind
Blockchain.
Transformation under Cost
Control
There were many challenges for the
banks in 2015 as they are under more
pressure than ever to improve their
efficiency. After a decade of mergers
and acquisitions, the largest banks
have not become systematically more
efficient. In the past two years, however,
it has been evident that the banks’
that focused on controlling cost have
clearly outperformed their less savvy
competitors. In 2015, cost control
implementation came into fruition
as part of the power shift in banking
organisations.
In 2015, to control costs and improve
profits, CXOs exited and their
replacements entered, under pressure
from the shareholders and penalties from
regulators. Additionally, the change of
economical appetite in China and the
Far East along with the fall in oil prices
had a knock on affect for the banks.
Organisational terraforming, which
effects the future of global banking,
moved bravely on with its costly
implementation partner Technology,
cautiously supporting data as it gets
bigger.
As a result, we have seen many openings
for talents, often Consultants, taking new
positions as Business Managers / COOs
/ PMOs, to redesign organisations top
down. They are tasked with optimising IT
operations, mostly in the form of sharing
services, group functionalisation and
applying stricter spending frameworks
with more efficient procurement and
sourcing processes. Throughout 2015
nearshoring continued to be favourable,
for geographical proximity, speed to
market, lower costs (including travel
costs), fewer language barriers and
cultural learning curves. To implement
this, geographical talent mining is
becoming a new focus for Human
Resources.
Other Technology Hotspots in
2015
Across Asset Classes
2015 saw a rise in hiring in the Equities
space, especially for the US investment
banks, and in particular for low latency
and eTrading. Rarer and emerging
technologies such as Scala and HTML5
became increasingly popular. Otherwise
headcount growth in FX remained strong.
Across Risk and Regulatory related
projects Java Developers have been in
demand – with just a slight edge over
C#.
The growth of Digitalisation this year
has made the banks’ core business
innovative. A new breed of Programmer,
the Full Stack Developer with Mobile
Development, Web, Database and
SEO skills are really Integrators. The
expansion created roles for technical UX
Analysts and Designers, who are creative
and technical, tasked with delivering a
seamless customer journey.
As mentioned above, Data has now
become highly specialised, and we hear
about new technologies weekly. Examples
include Hadoop, Cassandra, Spotfire,
MongoDB, Tableau, Alteryx, Self Service
BI, Mobile BI, Data Lakes.
30%
20%
10%
0
Candidate Source
McGregor Boyall
Database
Passive,
Professional &
Social networks
Advertising &
using CV Boards
Recommendation
5. mcgregor-boyall.com
Applications Support and Testing
Applications Support has remained
a focussed and essential vertical hire,
especially within the 3rd party for FX,
eTrading and Front Office. There has
been good demand for FIX, Murex –
both implementation and migration, and
Marketview. Users increasingly expect
more visible results and more reliable
technology, and putting in place more
structured support is a step in the right
direction. ServiceNow has been offered
as a solution which works well with
Cloud, improves application deployment,
increases workflow efficiency and the
Demand of this skillset spiked mid-2015.
Other products also implemented include
HP Service Desk and BMC Remedy.
It has also been a good year for Testers
as the entire DevOps and Developers
in Test models grew and evolved.
Quality Assurance and Testing are often
skills required together. We have seen
movements in Testers for Regulatory
related projects, Credit Risk, SAS, VAR,
CVA and Digital with buzzwords such as
Quality Centre, Loadrunner and JMeter.
Agile and DevOps Come of Age
Agile evangelists believe that Agile and
DevOps Practices control costs as well
as delivery time. This is exactly what
both technologists and business want.
Throughout 2015, top down initiatives to
affect Scrum, Kanban and Lean process
improvements were implemented as
change programmes, altering location
strategy, technology and operational
roadmaps across banking groups.
For this, clients have needed a new
generation of Business Analysts who
would leave the requirements in the
stakeholders’ hands, see how they
test, and if they accept whilst owning
the product. Also the project teams
now require DevOps professionals for
integration, release and engineering
continuous deployment across business,
applications and infrastructure.
“The secret of change is to focus all of
your energy, not on fighting the old, but
on building the new.” - Socrates
A Preview of 2016
As regulatory and compliance
requirements march on into the fourth
year, early indicators are that there will
be continued demand for PRA / BOE
knowledge as Basel 4 Regulations loom.
Policy Teams for both business and
technology are set to become larger as
the banks’ internal models become less
of an advantage. We expect salaries and
rates to increase many folds, responding
to the demand in both permanent and
contract hires. It is too early to see the
impact of the recent announcement from
the FCA to drop its plan to investigate
the banking culture. Perhaps banking
executives will see signs of the pressure
easing, or at the very least another
priority shift.
Big Data is the core of many key
programmes, now sitting in the newly
established Chief Data Office. It will
remain the hot topics in the coming year.
Whilst recruiting many faceted skills,
there will also be a need to integrate
Client and Product Data into broader
agendas. Hiring in Data will be ring-
fenced, and continue in spite of seasonal
slowdown and freezes. New location
strategy and nearshoring will keep the
cost reasonable, at least in theory.
Banks will continue to near-shore their
technical and operational headcounts
and will expand in Glasgow, Edinburgh,
Birmingham, Eastern Europe and the
Northern Powerhouse. The target
candidate pool will extend to retail,
Fintech and hi-tech. On the topic of
talents, gender diversity is now common
currency. Next year increasing male-
female ratio in big banks will get even
more serious as a formal target of 33%
of females in boardrooms by 2020 has
recently been set for FTSE100 firms. No
doubt we all need to be more creative
in recruiting, retaining, developing and
promoting diverse talent.
An Innovation
Architect provides
a peep into the
future:
Messaging Apps
- The new Social
Media
The Internet
of things, or
everything?
Blockchain
Power
Cyber
Security
Big Data
and The
Beacon
Crowd
Fundingfor
everything
Mobile Payments
Loyalty
Points
6. mcgregor-boyall.com
Recent Successes
Test Manager
£47,000
Edinburgh
Banking Group
BI Developer
£50,000
Manchester
Retail Group
MobileSupport
Engineer
£47,000
London
UK Bank
Java
Connectivity
Development
Manager
£95,000
London
European Bank
Change
Programme
Manager
£900 pd
London
UK Bank
Big Data
Developer
£600 pd
London
Global Bank
Payments
Project
Manager
£72,000
Edinburgh
Retail Bank
C# WPF
Developer
£70,000
London
US Bank
Business
Analyst, OTC
Clearing
£95,000
London
Global Bank
Solutions
Architect
£51,000
Manchester
UK Banking
Group
Infrastructure
ProjectManager
£120,000
London
Global Bank
FX eTrading
Java Developer
£110,000
London
Banking Group
DigitalBanking
ProjectManager
£750 pd
London
Retail Banking
Group
Lead Business
Analyst
£400 pd
Manchester
UK Retail Bank
SQL Developer
£350 pd
Edinburgh
Leading Asset
Manager