In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Strategic Management Mission and Vision Statement ppt_02Masroor Soomro
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Mastering Finance in Business
The role and impact of financial management on strategy, operations, and business performance
A Deloitte Research Global Manufacturing Study
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Strategic Management Mission and Vision Statement ppt_02Masroor Soomro
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Mastering Finance in Business
The role and impact of financial management on strategy, operations, and business performance
A Deloitte Research Global Manufacturing Study
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Advanced Operating Models Research Insights: Life Sciences Commercial OperationsGenpact Ltd
Compliance, cost reduction, and innovation are your CEO’s top concerns. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services, and outsourcing can tackle these challenges by making commercial operations and processes more intelligent.
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
Designing Enhanced Supervision for the Evolving Wealth Management Ecosystemaccenture
Converging and rapidly evolving industry trends are creating a new wealth management environment demanding Wealth Managers redefine supervisory governance to best support the firm’s growth strategies while balancing strong risk management. In this new Accenture Finance & Risk presentation we explore the evolving wealth management trends and challenges and outline four key business supervision design questions to support sustainable, long-term growth.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Post-Merger Integration (PMI) is a critical phase in any merger or acquisition, representing the juncture where strategies are put into practice, and the potential for success or failure becomes most evident. It's a high-stakes game, with billions of dollars and the future of the newly formed entity hanging in the balance.
Key highlights of the report:
- Data-based findings on PMI practices followed currently
- Seven key insights into PMI based on survey data analysis
- Best practices suggested by global M&A leaders
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
NO1 Uk Divorce problem uk all amil baba in karachi,lahore,pakistan talaq ka m...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
1. Operations power
performance:
Managing risk and delivering value
Survey analysis of more than 400 executives to understand
how operational teams are contributing business value
An Economist Intelligence Unit
research programme
2. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
3
Top findings from the survey
Increasingly intense regulation and governance and changes in market structure
are cited as the key forces driving business transformation today.
Building automated processes that integrate risk management, audit trails and
compliance processes is the most effective strategy for adapting to more intense
regulatory and governance requirements.
Risk management is rated by all executives as the most important overall
strategy in their organization’s response to global challenges.
Firms with strong adaptability performance are more likely to say they will
invest in a wide range of operational activities.
There is an expectation, especially among C-suite executives, that operational
leaders will initiate proposals to advance the organization’s broad strategic goals.
About the survey
This survey—conducted and analyzed in the spring of 2014 by The Economist Intelligence
Unit in partnership with Broadridge Financial Solutions to ascertain how operational
teams are contributing business value to their companies—garnered responses from 414
executives from around the world engaged in securities-related businesses. Leaders of
buy-side operations, sell-side operations and corporate management are nearly equally
represented. More than 40% of survey respondents hold C-level positions, including 19%
who are CEOs. Asia-Pacific, North America and Europe each account for about 30% of the
survey sample. About one quarter of the companies represented have $5bn or more in
annual global revenue, while 39% have less than $1bn in revenue.
> broadridge.com/OperationalExcellence
3. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
4
Business power of operational change
For the first time in the modern financial-services
era, the majority of business leaders appreciate
the transformative power of operations and are
eager to have the chief operating officer (COO)
play a leading role in driving business model
change. In today’s connected, global business
environment, COOs have greater visibility on
regulation, changes in market structure and
shifting client needs.
Today’s more complex business context—shaped
by globalization, increased regulation, market
shifts and technological advances—pushes
companies to look beyond core operations to
be more dynamic in terms of meeting customer
demands, expanding into new markets and
providing a safe and reliable investor-centric
environment. Indeed, our survey reveals that
expanding into new markets is the overarching
business orientation for most organizations and
that more intense regulation and changes in
market/industry structure are the most daunting
challenges they face.
With operations units at the helm, the most
adaptable firms are leveraging risk management
(including customer onboarding) and front-office
activities to overcome these challenges
while at the same time, driving value to the
business. Moreover, our survey shows that
greater integration across business functions
and implementation of new operational business
models are required to support improved
performance.
The new normal: Regulatory change and
market shifts
The highly regulated, increasingly global and
constantly changing landscape has become the
“new normal” for financial firms. Securities-related
companies—both on the buy and sell
side—are re-evaluating their business models
as they refine their strategies to tackle ongoing
challenges, including intensified regulation and
governance, growing globalization and changes
in industry and market structure.
Increasingly intense regulations and governance
as well as changes in market structure stand
out as the key forces currently driving business
transformation. These two factors are cited
by 35% and 32% of executives, respectively,
as the top challenges to the success of their
organizations (see Chart 1).
Chart 1: The most important challenges to organizational success
% of all executives
More intense regulation and governance
Changes in market or industry structure
Growing globalization
Technological advances
32%
17%
13%
35%
4. 5
Executives say that managing risk (39%) is the
most important overall strategy for responding
to these challenges, followed by investment
in product differentiation and innovation, and
meeting increasing ccustomer demands, both
with 34% (see Chart 2).
Chart 2: The most important strategies for responding to global challenges
% of all executives
Managing risk
Investment in product differentiation and innovation
Meeting increasing customer demands
Modernizing technology infrastructure
Establishing operational standards and controls
Implementing cost-cutting initiatives to meet
an operating margin target
Centralizing operational functions
Outsourcing non-core business programs
Reallocating capital
Implementing enterprise data management initiatives
34%
34%
29%
39%
26%
21%
19%
26%
18%
17%
The largest proportion of executives (43%)
say that building automated processes that
integrate risk management, audit trails and
compliance processes is the most effective
strategy for adapting to more intense regulatory
and governance requirements. As for changes
in industry or market structure, new business
models stand out as the top approach for 77% of
survey respondents. This includes 47% that are in
the process of developing a new or substantially
revised business model and another 30% that
have already launched one (see Chart 3).
Chart 3: The impact of industry/market changes on the business
% of all executives
Developing new or substantially revised
business models
Have divested unprofitable business lines
Launched new or substantially
revised business models
Have not launched any new business models
but are under pressure to do so
Expect to divest some unprofitable business
lines in the near future
Do not expect any significant changes to our
business lines in the foreseeable future
33%
30%
25%
47%
16%
24%
OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
5. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
6
Creating an investor-first environment
In their efforts to adapt to globalization and
technological advances, executives say they are
highly focused on improving the overall investor
experience, which had previously suffered from
lack of security and excessive rigidity.
For example, 52% say they have used technology
to improve customer service, while 50% have
improved security and reliability and 44% have
increased agility and adaptability. They are also
enhancing the investor experience in new markets
by improving cross-border transaction capabilities
(36%), increasing overall operational agility (34%)
and adapting service offerings to meet local-market
needs (31%) (see Charts 4 & 5).
Chart 4: The impact of technological advances on business model transformation
% of all executives
We have used technological advances to
improve customer service 52%
We have used technological advances to
improve security and reliability 50%
We have used technological advances to
increase agility and adaptability 44%
We have used technological advances to
eliminate technology redundancy to lower cost 32%
We have not yet used technological advances to
generate significant business benefits but we expect to
do so in the near future
28%
Technological advances have put us at a disadvantage
because we have been unable to implement them as
quickly or as effectively as competitors
12%
We do not expect major impacts on our business from
technological advances in the foreseeable future
6%
Surveyed executives
weigh in on their
most effective
strategy for driving
transformational
change to best
practices, manage
operational risk and
deliver business value:
“Setting appropriate
standards when
it comes to an
operational risk
framework.”
~CEO/President,
Business Head
“Having a new IT
architecture will
improve everybody’s
life: front-, middle-and
back-office and
clients.”
~CEO/President,
Business Head
6. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
7
Chart 5: The role of operations in entering new markets
% of all executives
Improving cross-border transaction capabilities
Developing partnerships
Operational risk management drives value
The survey reveals that as they adapt to the
broad changes sweeping the industry, financial
firms expect their operational units to drive
value to the business through a variety of
activities. Risk management processes (including
customer onboarding) stand out as the activities
most consistently rated as having high potential
across business units and across challenges
to business success. This is aligned with the
broader finding that risk management is rated
by all executives as the most important overall
strategy in their organization’s response to global
challenges.
Executives engaged in corporate management
agree with their operational counterparts that
risk management offers strong potential for
driving value to the business.
Based on the proportion of respondents rating
each activity as having moderate or high
potential, risk management is the top-rated
activity for adapting to both regulatory reform
(79%) and technology advances (78%). When it
comes to adapting to globalization and market/
industry structural changes, risk management
ranks second behind front-office activities as the
initiative with the most potential to add value.
Increasing overall operational agility
Adapting service offerings to meet local-market needs
Establishing service excellence to win new customers
Building integrated global operational systems
Reducing costs to improve competitiveness in
developing markets
Improving data management capabilities
Outsourcing operational functions to established local
service providers
34%
31%
30%
36%
28%
24%
22%
30%
21%
“Adopting risk
management
processes, which
include risk,
and control
self-assessment.”
~CEO/Treasurer/Controller
n the most effective
strategy for managing
operational risk and
delivering business value
“Strengthen the
framework for
operational risk
and bring the right
resources with
relevant skills.”
~CEO/President/Business
Head n the most effective
strategy for managing
operational risk and
delivering business value
7. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
8
Operational activities with moderate or high potential to drive business value
Leaders value adaptability as a key
performance metric
Survey respondents were asked to rate their
company’s effectiveness relative to its peers
on several different performance indicators.
Executives from firms with above-average
performance have adopted somewhat different
strategies than lower-performing firms,
providing some indication of best practices. The
most notable differences between leaders and
laggards are in the propensity to invest in key
operational activities. While profitability is the
most common overall performance indicator,
adaptability is the most interesting benchmark
because it affects a firm’s ability to respond to
the array of challenges facing the industry today.
Moreover, the investment plans of the most
adaptable firms provide a good indication of the
strategies that lead to high performance.
Firms with strong adaptability performance
are more likely to say they will invest in every
operational activity. Risk management stands
out as both the biggest spending priority for
highly-adaptable firms, mirroring their expressed
priority areas. Spending intentions are strongly
correlated with performance, with 91% of firms
with well-above-average adaptability saying
they will increase spending, compared with 80%
of those somewhat above average and 67% of
those who rate themselves as average or worse.
Other operational areas with a particularly stark
contrast in spending intentions between high-performing
and average firms are customer
onboarding and front-office.
Percent of corporate
management executives
Regulatory
reform
Globalization Structural
changes
Technology
advances
Risk management 79% 86% 70% 78%
Compliance 74% 82% 67% 63%
Front-office 72% 91% 75% 69%
Customer onboarding 70% 86% 70% 65%
Regulatory reporting 70% 70% 57% 64%
Data management 68% 75% 60% 77%
Order management and
execution
61% 73% 56% 64%
Clearance and settlement 61% 67% 55% 65%
Accounting and reconciliation 51% 63% 47% 63%
8. OPERATIONS POWER PERFORMANCE: MANAGING RISK AND DELIVERING VALUE
9
The C-suite perspective: Operations
advancing strategic initiatives
According to our survey respondents,
collaboration across the organization and
building systems that integrate functions across
different business processes are seen as the
most important ways for operational leaders
to contribute to performance. In addressing
the challenge of more intense regulatory and
governance requirements, for example, 40% of
all executives point to collaborating with other
executives in the development of an integrated
risk profile of the organization as the most
effective approach. Another 37% point to training
and awareness-raising to build a risk-aware
culture, which is another strategy for breaking
down silos and promoting concerted action.
The survey results indicate that the highest-performing
firms in terms of adaptability have
done the best job of implementing these types of
operational improvements. This is confirmed by
the opinions of the most senior executives, who
have the broadest enterprise-wide perspective.
About 83% of C-level executives from firms with
above-average adaptability say that leaders
of their operational units are fully engaged in
the company’s global strategy and planning
processes. This compares with only 60% of
C-level executives from less adaptable firms
(see Chart 6).
There is an expectation that operational
leaders will initiate proposals to advance the
organization’s broad strategic goals. About
84% of the C-level respondents from high-performing
firms agree that this is already the
case in their firms, compared with only 69%
of less-adaptable companies. The survey also
demonstrates that strategic operations pay off in
terms of performance: 85% of C-level executives
from high-performing firms say that leaders
of operational units have been very effective
in designing or implementing improvements
that drive value to the business. Only 60% of
counterparts from less adaptable firms agree.
This C-suite perspective validates our survey
findings that reveal the increasingly strategic
nature of operations today and its critical role in
managing risk and contributing business value.
Chart 6: Operational leaders contribute the most value in adaptable firms
% of C-level executives Most adaptable Least adaptable
84%
73%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Leaders of our operational units are consulted
about aspects of corporate strategy that are
relevant to their function
84%
69%
83%
60%
85%
60%
Leaders of our operational units are expected
to initiate proposals for measures to advance
the organization’s broad strategic goals
Leaders of all of our operational units are
fully engaged in the company’s global
strategy and planning process
Leaders of our operational units have been very
effective in designing and/or implementing
improvements that drive value to the business