Learn how improved use of technology, when applicable, is seen as providing largest monetary impact - especially in BFSI: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Reshaping the nigerian financial services sectorEneni Oduwole
This presentation highlights how effective risk management has aided the restructuring of the financial services sector, and thereby allowing for continuous growth in the economy
Operational risk management revolves around four key elements: controls, monitoring, policies and procedures, and environment. Controls can be preliminary, concurrent, or postaction. Monitoring of controls is important to ensure they remain effective over time. Policies and procedures influence decisions and activities and ensure organizational views are translated into outcomes. Environmental factors like organizational culture also impact operational risk.
Operational Risk Management for practitioners v1.0Ignacio Reclusa
The document provides an overview of operational risk management for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" for systematically assessing operational risk. The triptych examines an organization's timeline, business value pipeline, and risk-based decision making process. It also discusses tools for analyzing a company's risk culture and creating an operational risk balanced scorecard to monitor key risk metrics. The goal is to help practitioners communicate operational risks to directors using common business language.
Evaluating Impacts of Regulatory ReformsDaniel Trnka
A brief description of some quantitative and qualitative methods to assess impacts of adminsitrative simplification efforts, such as the Standard Cost Model and perception surveys
The new global wide risk regulation & its impact on banks risk management pra...Eneni Oduwole
The document summarizes the new global risk regulations implemented after the 2008 financial crisis and their impact on banks' risk management practices. The financial crisis resulted in bank bailouts, stock market declines, business and unemployment increases. This prompted regulatory reforms that were often reactive and complicated for banks. Banks now take a proactive approach to risk management, integrating it into decision making. Future risk management requires investments in skills, technology, and regulatory alignment to create long term stakeholder value despite challenges from changing rules.
Bci NeBe conf 2017 keynote - making sense of resilience - james crask - sdTheBCI
The document discusses the importance of organizational resilience and highlights some key factors. Resilience is about an organization's ability to adapt to changing environments and achieve its objectives even during difficult times. It involves more than just recovering from disruptions - it's about evolving. Building resilience requires factors beyond just processes, like leadership and less visible attributes. Enhancing resilience also needs a framework approach and continual assessment of indicators. Maintaining crisis response and recovery capabilities will always be essential for resilient organizations.
This document summarizes key findings from the IFAC Global SMP Survey. It discusses opportunities and challenges for small and medium practices (SMPs) globally and in Asia. The top challenges for SMPs in Asia are rising costs, pressure to lower fees, and attracting new clients. Over the next 5 years, SMPs in Asia expect the largest impacts from technologies like business intelligence/data analysis tools, CRM/document management software, and cloud computing. The document also provides an overview of IFAC resources available to SMPs.
Reshaping the nigerian financial services sectorEneni Oduwole
This presentation highlights how effective risk management has aided the restructuring of the financial services sector, and thereby allowing for continuous growth in the economy
Operational risk management revolves around four key elements: controls, monitoring, policies and procedures, and environment. Controls can be preliminary, concurrent, or postaction. Monitoring of controls is important to ensure they remain effective over time. Policies and procedures influence decisions and activities and ensure organizational views are translated into outcomes. Environmental factors like organizational culture also impact operational risk.
Operational Risk Management for practitioners v1.0Ignacio Reclusa
The document provides an overview of operational risk management for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" for systematically assessing operational risk. The triptych examines an organization's timeline, business value pipeline, and risk-based decision making process. It also discusses tools for analyzing a company's risk culture and creating an operational risk balanced scorecard to monitor key risk metrics. The goal is to help practitioners communicate operational risks to directors using common business language.
Evaluating Impacts of Regulatory ReformsDaniel Trnka
A brief description of some quantitative and qualitative methods to assess impacts of adminsitrative simplification efforts, such as the Standard Cost Model and perception surveys
The new global wide risk regulation & its impact on banks risk management pra...Eneni Oduwole
The document summarizes the new global risk regulations implemented after the 2008 financial crisis and their impact on banks' risk management practices. The financial crisis resulted in bank bailouts, stock market declines, business and unemployment increases. This prompted regulatory reforms that were often reactive and complicated for banks. Banks now take a proactive approach to risk management, integrating it into decision making. Future risk management requires investments in skills, technology, and regulatory alignment to create long term stakeholder value despite challenges from changing rules.
Bci NeBe conf 2017 keynote - making sense of resilience - james crask - sdTheBCI
The document discusses the importance of organizational resilience and highlights some key factors. Resilience is about an organization's ability to adapt to changing environments and achieve its objectives even during difficult times. It involves more than just recovering from disruptions - it's about evolving. Building resilience requires factors beyond just processes, like leadership and less visible attributes. Enhancing resilience also needs a framework approach and continual assessment of indicators. Maintaining crisis response and recovery capabilities will always be essential for resilient organizations.
This document summarizes key findings from the IFAC Global SMP Survey. It discusses opportunities and challenges for small and medium practices (SMPs) globally and in Asia. The top challenges for SMPs in Asia are rising costs, pressure to lower fees, and attracting new clients. Over the next 5 years, SMPs in Asia expect the largest impacts from technologies like business intelligence/data analysis tools, CRM/document management software, and cloud computing. The document also provides an overview of IFAC resources available to SMPs.
The document discusses challenges facing businesses today due to high consumer debt levels, recession, and changing payment behaviors. It outlines trends like increased regulations, technological advances, and greater mobility of debtors. The author argues that businesses can address these challenges through innovation in credit management operations, including improving data analytics, communication channels, software-as-a-service tools, and key performance indicators to stay agile and competitive. Technological improvements and optimizing processes can help businesses emerge stronger from the economic downturn.
The document summarizes key points about outsourcing in the financial services sector from a presentation given in October 2015. It discusses the evolving regulatory landscape around outsourcing and how regulators are increasing their focus on effective oversight. It also covers principles for managing outsourcing risk over the lifecycle of a relationship and how the industry views governance as a key theme. Finally, it provides perspectives on where outsourcing is heading in the future, such as the use of data analytics and cognitive computing.
The Evolution of International Taxation: Two Decades in Hi-Tech
• How to develop a corporate structure consistent with the overall business strategy?
• What defines the success or failure of a major corporate relocation: lessons from an award-winning HQ move
• The challenges of designing tax efficient European supply chains for the US corporations
• What makes the UK attractive for growing international businesses?
Gary Howlett, Global Tax Director, Kaspersky Lab
Challenges and opportunities for the CFO function in a highly regulated global environment
The CFO must recognise the value of data submitted to the board of directors. Often the CFO is stuck using spreadsheets as a reporting solution rather than a technique for effective communications.
• Strategic Issues -how does the CFO fit in and interact with the Strategic Pillars of the organisation?
• Stakeholder management - employees, shareholders, regulators, customers -both existing and potential
• Change- and Vendor management - processes, people and policies
Analog Devices Inc. (ADI) experienced rapid top line growth in the late 1990s and early 2000s due to increasing demand for components used in internet-related equipment such as PC modems, ADSL switches, mobile phones, and wireless infrastructure. ADI's strategy was to focus on innovation and custom product design. The internet era led to changes in ADI's industry, including higher demand, disaggregation of the supply chain, and greater collaboration required across product design and development.
Bci NeBe conf 2017 collaboration -dependencies need more attention v2 - ger...TheBCI
Gert Kogenhop argues that dependencies need more attention in business continuity management. He presents the case that organizations must identify, analyze, and take action to treat all dependencies, as relying solely on external partners or resources poses risks. Kogenhop then outlines a proposed dependency assessment process in accordance with ISO 22301 standards. This involves identifying, systematically analyzing, evaluating, and identifying treatments for dependencies. He stresses that such an assessment requires collaboration across departments and must be ongoing to account for changes to dependencies over time. Kogenhop questions whether simply updating impact assessments during reviews is sufficient, arguing a separate dependency assessment is needed to properly manage risks from dependencies.
The SMP Committee presentation outlined their role, objectives, strategic initiatives, and risks and opportunities. Their role is to provide input to standard setting and help adoption/implementation of standards for small-and-medium practices. Strategic initiatives included providing comments on standards, guides for implementing standards, and resources for practice management. Risks included regulations not being proportionate or relevant for SMPs and competition from unqualified practitioners; opportunities included growth areas for advisory services. They invited representatives to their annual SMP Forum in Uganda.
Presentation by Subodh Agrawal, Past President of ICAI, Member of IFAC SMP Committee, at the CAPA 2015 Conference, in Seoul, Korea, October 27-29, 2015.
Management control system in service and multinational organizationjakiun johora mustafa
This document discusses management control systems in various types of organizations. It begins by explaining differences in management control for service organizations compared to manufacturing. It then discusses professional services, financial services, healthcare, and non-profit organizations, outlining their special characteristics and management control considerations. The document concludes by examining management control challenges in multinational organizations, including cultural differences, transfer pricing, exchange rates, and performance evaluation metrics.
Operational Risk Management - A Gateway to managing the risk profile of your...Eneni Oduwole
This document provides an overview of operational risk management (ORM). It defines operational risk and ORM, outlines the core principles and framework of ORM. It describes the elements of ORM including people, process, system and external risks. It discusses ORM procedures such as risk and control self-assessment, key risk indicators, and loss incident reporting. It also introduces some common ORM tools and highlights the benefits of implementing ORM such as improved quality, cost savings, stability of earnings and enhanced competitive position.
Genpact's industrial asset optimization portfolio aims to enhance asset uptime, reduce revenue leakage and service costs through solutions that monitor assets, analyze data, and provide prognostics to predict failures, optimize service costs, and enhance service revenue. The portfolio utilizes automated connectivity monitoring, reliability forecasting, failure analysis, and big data techniques to improve asset reliability, reduce downtime and risks, and lower failure rates.
High tech service support portfolio that effectively integrates front-end cus...Genpact Ltd
End to end 'customer service management' for high tech clients across channels can be enhanced through intelligent aftermarket services and product returns support operations.
More mature FP&A organizations are more concerned about the impact of variati...Genpact Ltd
More mature finance and planning organizations are more concerned about variations in process and data quality impacting performance compared to less mature organizations. According to a survey of over 150 finance executives, 27% of highly mature organizations and 46% of moderately mature organizations reported variations in process and data quality as having a very high or high impact on performance. Less mature organizations were less concerned with these issues.
MDM is important but least mature yet many aren’t ready to evolve it further ...Genpact Ltd
Not many ready to evlove MDM in #LifeSciences, #Healthcare, Manufacturing, #CPG and #HighTech. More here: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
MDM comparatively less mature; plans seem to be in place to transform further...Genpact Ltd
In BFSI, MDM is comparatively less mature; plans seem to be in place to transform further if needed. Know more: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Intelligent finance operations provide competitive edge to enterprisesGenpact Ltd
Looking to transform your finance operations? Genpact designs and runs intelligent finance operations that integrate technology and analytics to achieve competitive edge.
Analytics-driven order management drives customer loyaltyGenpact Ltd
Leading businesses are re-imagining order management through practical use of analytics, digital technologies and process re-engineering to enable growth and improve the client experience.
Industrial manufacturing operators face revenue and margin pressures due to a...Genpact Ltd
Industrial manufacturers face challenges including asset downtime, high service costs, and stringent regulations that reduce revenues and margins. Unscheduled downtime results in lost productivity and revenue, while limited analytics of operational data leads to inefficient maintenance and higher costs. Equipment operation data is sensitive, requiring security measures, and lack of operational insights causes suboptimal contract negotiations and higher agreed costs. Increasing regulations in areas like the environment and operations also need to be addressed.
The document discusses challenges facing businesses today due to high consumer debt levels, recession, and changing payment behaviors. It outlines trends like increased regulations, technological advances, and greater mobility of debtors. The author argues that businesses can address these challenges through innovation in credit management operations, including improving data analytics, communication channels, software-as-a-service tools, and key performance indicators to stay agile and competitive. Technological improvements and optimizing processes can help businesses emerge stronger from the economic downturn.
The document summarizes key points about outsourcing in the financial services sector from a presentation given in October 2015. It discusses the evolving regulatory landscape around outsourcing and how regulators are increasing their focus on effective oversight. It also covers principles for managing outsourcing risk over the lifecycle of a relationship and how the industry views governance as a key theme. Finally, it provides perspectives on where outsourcing is heading in the future, such as the use of data analytics and cognitive computing.
The Evolution of International Taxation: Two Decades in Hi-Tech
• How to develop a corporate structure consistent with the overall business strategy?
• What defines the success or failure of a major corporate relocation: lessons from an award-winning HQ move
• The challenges of designing tax efficient European supply chains for the US corporations
• What makes the UK attractive for growing international businesses?
Gary Howlett, Global Tax Director, Kaspersky Lab
Challenges and opportunities for the CFO function in a highly regulated global environment
The CFO must recognise the value of data submitted to the board of directors. Often the CFO is stuck using spreadsheets as a reporting solution rather than a technique for effective communications.
• Strategic Issues -how does the CFO fit in and interact with the Strategic Pillars of the organisation?
• Stakeholder management - employees, shareholders, regulators, customers -both existing and potential
• Change- and Vendor management - processes, people and policies
Analog Devices Inc. (ADI) experienced rapid top line growth in the late 1990s and early 2000s due to increasing demand for components used in internet-related equipment such as PC modems, ADSL switches, mobile phones, and wireless infrastructure. ADI's strategy was to focus on innovation and custom product design. The internet era led to changes in ADI's industry, including higher demand, disaggregation of the supply chain, and greater collaboration required across product design and development.
Bci NeBe conf 2017 collaboration -dependencies need more attention v2 - ger...TheBCI
Gert Kogenhop argues that dependencies need more attention in business continuity management. He presents the case that organizations must identify, analyze, and take action to treat all dependencies, as relying solely on external partners or resources poses risks. Kogenhop then outlines a proposed dependency assessment process in accordance with ISO 22301 standards. This involves identifying, systematically analyzing, evaluating, and identifying treatments for dependencies. He stresses that such an assessment requires collaboration across departments and must be ongoing to account for changes to dependencies over time. Kogenhop questions whether simply updating impact assessments during reviews is sufficient, arguing a separate dependency assessment is needed to properly manage risks from dependencies.
The SMP Committee presentation outlined their role, objectives, strategic initiatives, and risks and opportunities. Their role is to provide input to standard setting and help adoption/implementation of standards for small-and-medium practices. Strategic initiatives included providing comments on standards, guides for implementing standards, and resources for practice management. Risks included regulations not being proportionate or relevant for SMPs and competition from unqualified practitioners; opportunities included growth areas for advisory services. They invited representatives to their annual SMP Forum in Uganda.
Presentation by Subodh Agrawal, Past President of ICAI, Member of IFAC SMP Committee, at the CAPA 2015 Conference, in Seoul, Korea, October 27-29, 2015.
Management control system in service and multinational organizationjakiun johora mustafa
This document discusses management control systems in various types of organizations. It begins by explaining differences in management control for service organizations compared to manufacturing. It then discusses professional services, financial services, healthcare, and non-profit organizations, outlining their special characteristics and management control considerations. The document concludes by examining management control challenges in multinational organizations, including cultural differences, transfer pricing, exchange rates, and performance evaluation metrics.
Operational Risk Management - A Gateway to managing the risk profile of your...Eneni Oduwole
This document provides an overview of operational risk management (ORM). It defines operational risk and ORM, outlines the core principles and framework of ORM. It describes the elements of ORM including people, process, system and external risks. It discusses ORM procedures such as risk and control self-assessment, key risk indicators, and loss incident reporting. It also introduces some common ORM tools and highlights the benefits of implementing ORM such as improved quality, cost savings, stability of earnings and enhanced competitive position.
Genpact's industrial asset optimization portfolio aims to enhance asset uptime, reduce revenue leakage and service costs through solutions that monitor assets, analyze data, and provide prognostics to predict failures, optimize service costs, and enhance service revenue. The portfolio utilizes automated connectivity monitoring, reliability forecasting, failure analysis, and big data techniques to improve asset reliability, reduce downtime and risks, and lower failure rates.
High tech service support portfolio that effectively integrates front-end cus...Genpact Ltd
End to end 'customer service management' for high tech clients across channels can be enhanced through intelligent aftermarket services and product returns support operations.
More mature FP&A organizations are more concerned about the impact of variati...Genpact Ltd
More mature finance and planning organizations are more concerned about variations in process and data quality impacting performance compared to less mature organizations. According to a survey of over 150 finance executives, 27% of highly mature organizations and 46% of moderately mature organizations reported variations in process and data quality as having a very high or high impact on performance. Less mature organizations were less concerned with these issues.
MDM is important but least mature yet many aren’t ready to evolve it further ...Genpact Ltd
Not many ready to evlove MDM in #LifeSciences, #Healthcare, Manufacturing, #CPG and #HighTech. More here: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
MDM comparatively less mature; plans seem to be in place to transform further...Genpact Ltd
In BFSI, MDM is comparatively less mature; plans seem to be in place to transform further if needed. Know more: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Intelligent finance operations provide competitive edge to enterprisesGenpact Ltd
Looking to transform your finance operations? Genpact designs and runs intelligent finance operations that integrate technology and analytics to achieve competitive edge.
Analytics-driven order management drives customer loyaltyGenpact Ltd
Leading businesses are re-imagining order management through practical use of analytics, digital technologies and process re-engineering to enable growth and improve the client experience.
Industrial manufacturing operators face revenue and margin pressures due to a...Genpact Ltd
Industrial manufacturers face challenges including asset downtime, high service costs, and stringent regulations that reduce revenues and margins. Unscheduled downtime results in lost productivity and revenue, while limited analytics of operational data leads to inefficient maintenance and higher costs. Equipment operation data is sensitive, requiring security measures, and lack of operational insights causes suboptimal contract negotiations and higher agreed costs. Increasing regulations in areas like the environment and operations also need to be addressed.
FP&A and MDM helps solve challenges most, R2R is still critical for complianc...Genpact Ltd
FP&A & MDM helps solve challenges the most, R2R is critical for compliance and P2P & O2C for cost, More: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
How to reimagine the customer experience with digitalGenpact Ltd
Transform multi-channel customer services with analytics, digital technologies and process re-engineering to improve the client experience and enable growth.
Turn insurance sector digital disruption into a tangible opportunityGenpact Ltd
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Mature organizations expect more impact than less mature ones from technology...Genpact Ltd
Mature organizations expect more impact than less mature ones from technology and BPR. Know more here: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Trends impacting budgets: CPA Australia Emerging Leaders, Melbourne May 2016. A short presentation: what's wrong with budgets, why is there pressure to change? What does a newly skilled SME sector and the emergence of incredibly powerful but cheap IT mean, when it intersects the growing importance of non-accounting numbers?
Budgeting is an important method for assessing the operational efficiency and profitability of a project. Profit is the basic objective of a business enterprise. Budgeting involves preparing budgets for sales, production, materials, labor, expenses, inventory, distribution, and administrative costs. All budget data is consolidated into an income statement, balance sheet, and profit plan. Operational strategy evaluates costs and revenues using cost-volume-profit analysis and operational leverage to define how profits vary with activity levels and how fixed costs affect changes. Break-even analysis also forms an important part of budgeting.
Infosys - principles of management - copySneha Singh
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It was founded in 1981 and is headquartered in Bengaluru, India. Infosys has become one of the most profitable software services providers in the world through a low cost global delivery model and focuses on quality processes and training. It provides a wide range of services across multiple industries and has numerous global clients. Infosys places strong emphasis on ethics, corporate governance, social responsibility and developing a positive work culture.
The document discusses continuous auditing and how technology can enable it. It defines continuous auditing and continuous controls monitoring, noting that continuous auditing uses automated tools to provide assurance on financial and non-financial data, while continuous controls monitoring seeks to assure the effectiveness of internal controls. It discusses how technology can help audit by providing immediate insight into control violations, increasing audit scope and frequency while reducing costs, and enabling fully automated control testing with an integrated risk view. This allows reducing recurrent testing costs while focusing on more valuable areas.
Global transformation from the inside out - Optimizing the entire ecosystemCasey Lucas
1) The document discusses how companies can transform into globally integrated enterprises (GIEs) to better address challenges in today's global economy. GIEs optimize global operations, apply analytics for predictive insights, and accelerate agility through innovation.
2) High performing GIEs integrate operations more across functions like IT, HR, supply chain, and finance. They also invest heavily in IT to enable transformation.
3) The document provides IBM's perspective on transforming into a GIE based on their experience, and surveys over 1,000 executives about global transformation strategies.
This document summarizes a presentation on managing risks when offshoring services, including experiences from India. The key points discussed include:
- Offshoring provides benefits like lower costs, access to skilled talent, and time zone advantages, but also poses operational, strategic, and compliance risks.
- Common risks include miscommunication due to language/cultural barriers, public resistance, security/data integrity issues, and wage inflation reducing cost benefits.
- Risks can be managed through measures like joint knowledge sharing, well-defined risk matrices, transition management, and monitoring offshored activities.
- India is a favored offshore destination for its skilled English-speaking workforce and quality standards, though economic downturn
Accenture’s 2014 High Performance Finance Research shows that CFOs are concentrating on cost-effectively serving a worldwide consumer base while reducing operational spend.
For more information view us on www.accenture.com/ConsumerGoods
The document outlines six trends significantly impacting business performance: 1) businesses operating reactively instead of proactively, 2) information overload, 3) increasing marketing costs with decreasing effectiveness, 4) volatile supply chain costs and poor demand management, 5) damaged organizations and scared employees, 6) limited business insight typically based on past performance rather than future analysis. Mastering methods to mitigate risks from these trends can improve profitability and productivity.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Zero-based Budgeting for You
Zero-based Budgeting concept is applicable in all industries and personal finance. It lets every business management to develop their budget, which includes all their operations and essential expenses to run the business. It is said to replace the traditional approach of budgeting. It enables the efficient allocation of resources based on the needs and benefits of the company by the managers.
Presentation focusing on assisting corporate social investment practitioners on publishing information on community investment and development in sustainability reports.
1) The document discusses sustainability reporting and key performance indicators for reporting on corporate social investment (CSI) based on the Global Reporting Initiative (GRI) framework.
2) It outlines specific GRI indicators for reporting on CSI metrics like community investments, spending on local suppliers, infrastructure development, and impacts on local communities.
3) The presentation emphasizes the importance of transparency in sustainability reporting, including measuring and disclosing both positive and negative social and environmental impacts.
The slides were commissioned in 2016 for an in-house development program at a large Australian public company.
They have been slightly edited. In 2019, they still seem quite relevant.
Budgeting and forecasting: The differences.
Why has budgeting and forecasting failed? What are the traditional responses?
Contemporary responses.
What can we learn from the agility of the great tech disruptors?
What is the influence of agile development and machine learning? What does the the future finance team look like?
Paths to Prosperity Promoting Entrepreneurship in the 21ST Centuryled4lgus
Entrepreneurship drives economic growth and prosperity through innovation and job creation. However, there is little agreement on how best to promote it. This document discusses key factors that encourage or discourage entrepreneurship. It aims to provide policymakers with tools to better understand their local entrepreneurial environment and develop effective promotion strategies. The report analyzes entrepreneurship survey results from 22 countries and identifies different models for how entrepreneurship develops in various economic contexts. The goal is to move beyond one-size-fits-all approaches and develop locally tailored policies.
Financial sector most concerned about compliance and risk management, however...Genpact Ltd
Financial sector most concerned about compliance and risk management, however results vary across industries. More: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
The Process Improvement Board (PIB) aims to promote operational excellence in European enterprises. The PIB will serve as a collaborative body for business leaders, academics, consultants and technology providers to advance process improvement methodologies. It seeks to increase adoption of techniques like Lean, Six Sigma and BPM by aligning people, processes and systems, overcoming barriers by traditional IT providers. The non-profit PIB offers networking and best practices to exclusive members, and may provide certification or training to support European businesses in becoming more competitive through process improvement.
Similar to Improved use of technology, when applicable, is seen as providing largest monetary impact - especially in BFSI (20)
Turn manufacturing sector digital disruption into a tangible opportunityGenpact Ltd
Our research shows 67% of digital technology spend in the manufacturing sector was wasted in 2015. This year can be different. Turn digital disruption into a tangible opportunity.
Turn life sciences industry digital disruption into a tangible opportunityGenpact Ltd
Our research shows 67% of digital technology spend in the life sciences industry was wasted in 2015. This year can be different. Turn digital disruption into a tangible opportunity.
Turn high tech industry digital disruption into a tangible opportunityGenpact Ltd
Our research shows that 67% of digital technology spend in high-tech industries was wasted in 2015. This year can be different. Turn digital disruption into a tangible opportunity.
Turn healthcare sector digital disruption into a tangible opportunityGenpact Ltd
Our research shows that 67% of digital technology spend in the healthcare sector was wasted in 2015. This year can be different. Turn digital disruption into a tangible opportunity.
Turn consumer goods industry digital disruption into a tangible opportunity Genpact Ltd
Our research shows that 67% of digital technology spend in the consumer goods industry was wasted in 2015. This year can be different. Turn digital disruption into a tangible opportunity.
Volatility and Adaptation Index 2015 ReportGenpact Ltd
Unprecedented economic volatility leads global companies to adapt, often through transformed business operations. Events like profit warnings, cost-cutting initiatives, M&A, change of senior leadership signal volatility, and necessitate adaptation measures. The Genpact Volatility and Adaptation Index (VAI) is a directional measure based on monitoring of large data sets across a sample of over 800 companies. It provides senior leaders with the intelligence to inform structural decisions and facilitate organizational alignment.
Commercial Banking and Capital Markets record the maximum increase in Volatil...Genpact Ltd
This document shows a comparison of industry volatility and adaptation indexes over a three year period from February 2013 to January 2016. Commercial banking saw the maximum increase in volatility and adaptation during this time period compared to other industries such as capital markets, retail banking, healthcare, and consumer goods. Volatility and the need for adaptation generally increased across all industries from 2013 to 2016.
Sharpest rise in Volatility and Adaptation events in Life Sciences and Consum...Genpact Ltd
Life sciences and consumer goods industries experienced the sharpest rises in volatility and adaptation events from 2015 to 2016, according to an analysis comparing the two years. On average, companies in these industries dealt with more volatility events in 2015-2016 and were more impacted compared to other industries such as high tech, commercial banking, and insurance. Common events driving volatility included acquisitions/expansions, leadership changes, and financial condition fluctuations.
Highest levels of Volatility and Adaptation in Retail Banking in 2015Genpact Ltd
Retail Banking consumer goods and life sciences remained at the top in terms of Volatility and Adaptation according to Genpact’s latest three year study.
Is your omni-channel customer experience seamless?Genpact Ltd
This document discusses enabling an omni-channel customer experience through a multi-channel contact infrastructure, agent enablement tools like knowledge bases and call recording, and analytics and insights including integrated data management, speech and text analytics, real-time recommendations, business intelligence reporting, and social media monitoring to support core systems like CRM and customer data.
Customer experience management - Mapping customer experience across touch-pointsGenpact Ltd
This document discusses mapping customer experience across touchpoints. It identifies key areas such as identifying customer loyalty drivers and pain points by mapping touchpoints across channels. It also discusses measuring touchpoint satisfaction, identifying cross-sell opportunities by customer segment, and identifying improvement opportunities at the product design and self-service levels. Primary data inputs include social media data, contact center data, and surveys. Key action areas involve standardized best practices, setting up a command center for governance and visibility, and sharing operations across geographies.
How can analytics transform the multi-channel customer experience?Genpact Ltd
This document describes a multi-channel customer contact solution with analytics-based decision support. The solution aims to optimize customer experience, streamline business processes, increase cost efficiency, and generate more revenue. It involves multi-channel optimization, cross-sell/upsell analytics, customer survey analytics, first call resolution analysis, and interactive data visualization.
Empowering intelligent customer operations through Lean DigitalGenpact Ltd
Genpact's Lean Digital approach has the potential to transform multi-channel customers services and improve customer loyalty, reduce costs, increase cross-sell propensity and drive business agility.
The pitch includes content around general HR policies, Learning and Development initiatives, Integrity & Compliance over-view etc. It aims at providing a flavor of Life @Genpact to prospective Genpact employees which will further smoothen their transition to Genpact.
Genpact VAI Q3 2015: Capital markets records high on #enterprise #volatility ...Genpact Ltd
Genpact’s VAI report’s latest data suggests that capital markets and commercial banking continue to remain highly volatile and also observe highest adaptation measures.
Genpact VAI Q3 2015: Drop in #volatility marked by corresponding spikes in ad...Genpact Ltd
The latest data from Genpact’s VAI report suggests that enterprise volatility drops across industries and is marked with corresponding spikes in adaptation measures, especially in capital markets.
Genpact VAI Q3 2015: Volatility and adaptation events reduce for most industr...Genpact Ltd
Enterprise volatility reduces for most industries in Q3 2015, though Capital markets remains highly volatile as it has been throughout 2015, as per latest data from Genpact’s VAI report.
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.
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"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.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
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.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.