Technology for advisory firms
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This document discusses using technology to improve efficiencies and reduce costs in financial advising. It reports the results of surveys of financial advisors on their current use of technology. The surveys found that advisors enter the same client data into an average of four separate systems. Respondents felt that integrating systems could significantly reduce costs and improve productivity. However, many advisors are not realizing these benefits due to systems that do not communicate with each other and the costs of transitioning to new technologies. The document proposes using technology to improve client access to documentation and valuations or to enable new forms of customer engagement.
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Consulting@innovatevancouver.org
https://innovatevancouver.org
Strategic imperative digital transformation in capital projects
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
Building a bullet proof business case
Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation.
In this webinar, analysts, architects and other subject matter experts will learn how to:
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- Bring a static model to life by simulating the impact of process changes
About sourcing: Decision Tree
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
CRESUS-T: A COLLABORATIVE REQUIREMENTS ELICITATION SUPPORT TOOL
Communicating an organisation's requirements in a semantically consistent and understandable manner
and then reflecting the potential impact of those requirements on the IT infrastructure presents a major
challenge among stakeholders. Initial research findings indicate a desire among business executives for a
tool that allows them to communicate organisational changes using natural language and a model of the IT
infrastructure that supports those changes. Building on a detailed analysis and evaluation of these findings,
the innovative CRESUS-T support tool was designed and implemented. The purpose of this research was to
investigate to what extent CRESUS-T both aids communication in the development of a shared
understanding and supports collaborative requirements elicitation to bring about organisational, and
associated IT infrastructural, change. In order to determine the extent shared understanding was fostered,
the support tool was evaluated in a case study of a business process for the roll out of the IT software
image at a third level educational institution. Statistical analysis showed that the CRESUS-T support tool
fostered shared understanding in the case study, through increased communication. Shared understanding
is also manifested in the creation of two knowledge representation artefacts namely, a requirements model
and the IT infrastructure model. The CRESUS-T support tool will be useful to requirements engineers and
business analysts that have to gather requirements asynchronously.
Does Your Organization Need a Better Technology Roadmap?
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
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Do you struggle with finding the best way to communicate with your CIO/CISO about why a security solution is worth the money and implementation effort for your company? The hardest part of the process when buying a new product is often getting your boss to sign on and understand why the purchase is important. In this webinar you will hear straight from the horses (boss!) mouth as the CIO of Rapid7, Jay Leader, details the 5 questions you should be able to answer before approaching your boss in order to explain your solution choice effectively.
Internal Communications - Part 1
Introduction to the discipline of internal communications, delivered to HR professionals from 15 African countries in February 2007
P G 0 - 0 0 4 M A Y 0 6 , 2 0 1 1
P G 0 - 0 0 4
M A Y 0 6 , 2 0 1 1
________________________________________________________________________________________________________________
This case was prepared by Professor Pankaj Ghemawat and Steven Altman, Research Assistant, as the basis for class discussion
rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2010, Pankaj Ghemawat.
No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form
or by any means – electronic, mechanical, photocopying, recording, or otherwise – without the permission of Pankaj
Ghemawat.
P A N K A J G H E M A W A T
S T E V E N A . A L T M A N
Company Case Study
Tata Consultancy Services: Selling Certainty
In March 2007, Tata Consultancy Services (TCS) was India’s largest IT (information technology)
services company in terms of revenue, profits and number of employees, and Asia’s largest
standalone software company. Part of India’s venerable Tata Group, TCS had inaugurated the IT
boom that earned India a new respect around the world. In its 2007 fiscal year (ended March 2007),
TCS revenues had grown 41% to $4.3 billion USD with 44% and 22% gross and net income margins
respectively.1 It closed the fiscal year with a $27.7 billion market capitalization.
After months of preparation, TCS stood poised to launch a marketing campaign unveiling its
strategy to differentiate itself from its principal Indian competitors, target the industry’s global
leaders, and reach $10 billion in revenues by 2010. TCS intended to differentiate itself based on
operational excellence, promising clients that they would “experience certainty.” While the strategy
built on TCS’s existing operational strengths, CEO S. Ramadorai (“Ram”) knew that communicating
it to the market and translating it into a breakaway trajectory of sustained profitable growth would
involve substantial challenges. Competition was intensifying as foreign rivals built large centers in
India and local competitors pursued their own aggressive growth targets. Each of TCS’s functions
would have to be aligned behind the strategy and strengthened for the new competitive
environment.
Global IT Services
Global IT Services was a $628 billion industry in 2005, expected to grow to $825-875 billion by
2010. Analysts segmented the market into two broad categories: Product Support and Professional
Services. Product Support included Hardware Support and Maintenance ($87 billion) and Software
Support ($49 billion). These covered installation, technical support, and repairs but excluded
development or enhancement of IT hardware and software. Product Support services were sold both
via long-term support contracts and per-incident fee-based arrangements.2
Professional Services included Consulting ($52 billion), Development and Integration ($193 billion), IT
Manageme ...
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Presentatie over innovatie in outsourcing
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Running Header TECHNOLOGY AND BUSINESS .docx
Running Header: TECHNOLOGY AND BUSINESS 1
TECHNOLOGY AND BUSINESS 7
Technology and Business
Casey Lee
American Public University
BUSN410: Critical Thinking for Business Decisions
01/17/2020
Introduction
The success of a business depends on many factors in the environment. The implication of the factors like technology is significantly dependent on the decision-making system used by the management. Among the many factors affecting the performance of business organizations, technology happens to be one of the main factors. There have been discussions for quite a long period of time investors, entrepreneurs and managers trying to examine the adverse implications the technology element has brought in the business (Blanco, 2016). It is quite true that technology has two sides in the business organizations. Despite the many reasons on the negative effects technology has brought in business, it is quite clear that the direction the effect takes is dependent on the decision-making systems on the technology and the implementation strategies.
Role of Decision-Making in Technology Effectiveness in Business
Technology and its related effects are timely issues in the business sector. The management and other stakeholders in the business world give technology key priority in the strategic formulations. Technology is one of the key elements the business organizations use to gain competitive advantage in the market and the industry. In as much as this element is so important and plays crucial role in ensuring the success of the business, decision making tool determines the direction it goes with its impacts. When the decision-making system is effective and sound, the implementation process of the technological strategies will work out effectively. So basically, when the decision-making process is well structured, the technology will prove to be effective and beneficial to the business.
There is need to have the right resources in the business organization that will facilitate the implementation of the technological needs and strategies. The resources are also needed to ensure the decision-making process is effective in the business organization. Technology is normally brought in to ensure that the business processes are enhanced, and the productivity improved. The benefits that technology comes with in business are so many and, in many occasions, they are quite challenging to install. The business management need to make sound decision and gather the right resources to initiate the implementation. The resources are needed in decision-making process which include the right personnel to make recommendations. In order for the technology to work out effective for the business, it is important to have the quality resources. The challenges like leakages in the systems and some information getting to t.
501 Commons Washington State Nonprofit Technology Needs Survey
The Washington Nonprofit Technology Needs Survey was distributed to 2,567 nonprofit organizations in the State of Washington. The survey was open to individuals in a wide array of positions at a wide array of nonprofits across the state. The nonprofits represented were diverse in industry-focus, size, and location in the state of Washington.
The survey had a response rate of approximately 15%, which is considered an adequate sample, and a total of 392 respondents. Of these respondents, 91% were reached through 501 Commons’ contact list. The other 9% were reached through a separate survey, which was distributed to nonprofits not associated with 501 Commons.
The following were the objectives of the survey:
Gain an understanding of Washington nonprofit technology use trends.
Identify key opportunities given technology needs identified by Washington nonprofits.
Understand how Washington nonprofit technology planning operates as a subset of their strategic planning.
Provide feedback to 501 Commons on their performance in the marketplace.
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You Answer It, You Own It
Before you can successfully implement TCO, you will need all stakeholders—especially the service desk and assignment groups— to commit to building relationships with each other and with customers. As discussed earlier, the service desk and assignment groups must keep the customer in mind when they’re designing the integrated incident management and request management process TCO requires. To provide a customer-validated resolution
and fulfillment, the service desk and all assignment groups must work together seamlessly and transparently on successfully completing all activities/tasks related to the process (per the RACI matrix), ensuring that all relevant information is collected during the first customer contact, setting the customer’s expectation, and providing regular status updates.
Surviving the Software Selection Process
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Technology for advisory firms
- 1. Meeting of Minds discussion pack Using technology to increase efficiencies and reduce operational costs (& change the game) | 1st December, 2010
- 3. ‘Changing the game’
- 4. A new operating model
- 6. DT IFA survey, June 2010, 152 responsesSource: DT Survey of Meeting of Minds members, November 2010 45 responses
- 7. What’s driving technology use? The need for consistent processes and cost reduction along with enhancing existing customer relationships and risk profiling 3 Source: DT Survey of Meeting of Minds members, November 2010 45 responses
- 8. Why aren’t benefits being seen? Systems not talking to each other and the cost of change. On average advisers key data into 4 separate systems to complete a case 4 Where do you normally enter data and where will you re-enter the same data to complete a case? Source: DT Survey of Meeting of Minds members, November 2010 45 responses Source: DT Survey of IFAs, June 2010 152 responses
- 9. Applying technology to key processes and integrating them should deliver significant cost reduction / productivity improvement 5 All respondents “On average, how long do you spend on the following tasks?” “On average, how long do you spend on the following tasks?” Respondents where technology is used on a task ‘often’ or ‘all the time’ Source: DT Survey of IFAs, June 2010 152 responses
- 10. How could online technology be used with customers? Improving access to documentation, valuations and adviser contact are seen as important. Newer forms of engagement seen as important by almost 50% 6 Source: Google 2010 Source: DT Survey of Meeting of Minds members, November 2010 45 responses Source: DT Survey of IFAs, June 2010 152 responses
- 11. Should future operating models revolve more around the front office and direct interaction with customers than the traditional back office? Adviser Adviser Customer Call centre Mobile Front office and customer facing Front /middle office Paper & tools Back office Transactions Multiple wrappers Valuations Rebalancing Platform(s) Providers/platforms 7
- 12. Technology is clearly key to cost reduction, consistency of process and new forms of customer interaction however there are significant inhibitors 8