Accenture 2015 Global Risk Management Study: Capital Markets Key Findings and...accenture
Some 170 capital markets risk leaders contributed to Accenture’s 2015 Global Risk Management Study: Capital Market Report. See the attached presentation for how these leaders are working to bring operational risk back to the top of the business agenda. Visit www.accenture.com/riskstudy2015 to learn more.
Transforming investment banks social media infographicEY
Eight challenges plaguing investment banks
Investment banking is an industry in crisis. A raft of incremental change programs is doing little to address the issues.
www.ey.com/investmentbanking
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Accenture 2015 Global Risk Management Study: Capital Markets Key Findings and...accenture
Some 170 capital markets risk leaders contributed to Accenture’s 2015 Global Risk Management Study: Capital Market Report. See the attached presentation for how these leaders are working to bring operational risk back to the top of the business agenda. Visit www.accenture.com/riskstudy2015 to learn more.
Transforming investment banks social media infographicEY
Eight challenges plaguing investment banks
Investment banking is an industry in crisis. A raft of incremental change programs is doing little to address the issues.
www.ey.com/investmentbanking
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsurancePwC
With the goal to identify where blockchain technologies have the greatest potential, this research report sponsored by PwC and conducted by Z/Yen, is based on 50+ interviews with brokers, insurers, reinsurers, regulators and trade bodies from across the global wholesale insurance market.
Ecosystem Collaboration - New Engines for Growth and Competitiveness in the D...accenture
Please visit: www.accenture.com/EcosystemCollaboration. Not too long ago, playing fields used to be neat. Bordered. Companies stayed within their industry lines, rarely venturing outside of them. But digital technology has changed all that, lowering entry and exit barriers to digitally contestable markets.
The increased complexity and potential of markets like these is requiring companies to make and execute corporate strategy differently. Welcome to a new age of competitiveness. Welcome to the age of the ecosystem.
Raising external capital to drive NOC transformationEY
The coming years will be defining for NOCs as they fully embrace the need to embark on capital transformation. New capital can provide the catalyst to return the country’s finances to an equilibrium and act as an engine to drive greater economic diversity.
Beyond the secular forces that we describe in our Future of Insurance series1, more immediate and cyclical issues will be shaping the insurance executive agenda i n 2 016 .2 Commercial insurers (including reinsurers) face tough times ahead with underwriting margins that are being pressured by softening prices and a potentially volatile interest rate environment.
4th Annual RiskMinds Insurance Conference - Stream B: The future of Insurance...accenture
Eric Jeanne & Markus Salchegger discuss ”What will the market look like and how will it behave? Drivers of change and opportunities for Insurers” at the 4th Annual Risk Minds Insurance Conference in March 2015.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
The Productivity Imperative: 2013 Corporate Real Estate Trends for Banking an...JLL
Perhaps more than any other industry, the financial services sector has been challenged by the simultaneous pressures of intense competition, increased regulation, and margin compression.Although profits are once again rising for some banks, it is clear that there are still many risks ahead. In this environment, an optimized corporate real estate platform is no longer an option, but a necessity.This report identifies the elements of our global report that are top of mind in the financial services industry, and it details the most pressing issues facing bank CRE executives.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Digitally mature companies outperform their peers by 26% in terms of profitability, driving utilities to adopt transformative programs such as digital utility transformation (DUT).
This presentation dives into one key aspect of DUT that is changing our industry: utility analytics—business intelligence, data organization, and analytics platforms supporting data-driven enterprises. Keeping the architecture consistent across the enterprise with fragmented budgets and diverse business requirements is difficult.
The presentation explores the experiences of a client as it established consensus on budgets, architectures, and technologies.
Originally presented at Oracle OpenWorld 2014 by David DuCharme, Capgemini's NA Utilities Leader, Victor Jimenez, Capgemini Utilities Executive, and Michael Glass, Director, Demand Side Systems, Pacific Gas & Electric Company.
http://www.capgemini.com/oracle
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Investor Relations As The New Focus In Creating Long Term Corporate Value - A...Kenny Ong
Investor Relations as the new focus in creating long term corporate value
*Assess the importance of Investor Relations functions
*Factors prohibiting growth or development in this area
*Differentiating Investor Relations with other communication initiatives in maximizing its value
Staffing Industry M&A Landscape - October 2016Duff & Phelps
In the first nine months of 2016, 94 staffing industry M&A transactions were completed by 87 unique buyers. After a slow second quarter, staffing M&A activity reaccelerated in the third quarter of 2016 as sellers took advantage of favorable market conditions and the ample number of buyers interested in making acquisitions in the sector.
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
Accenture works with the leading agrochemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2015 study, which focused on the quantitative aspects of performance within the crop protection segment.
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsurancePwC
With the goal to identify where blockchain technologies have the greatest potential, this research report sponsored by PwC and conducted by Z/Yen, is based on 50+ interviews with brokers, insurers, reinsurers, regulators and trade bodies from across the global wholesale insurance market.
Ecosystem Collaboration - New Engines for Growth and Competitiveness in the D...accenture
Please visit: www.accenture.com/EcosystemCollaboration. Not too long ago, playing fields used to be neat. Bordered. Companies stayed within their industry lines, rarely venturing outside of them. But digital technology has changed all that, lowering entry and exit barriers to digitally contestable markets.
The increased complexity and potential of markets like these is requiring companies to make and execute corporate strategy differently. Welcome to a new age of competitiveness. Welcome to the age of the ecosystem.
Raising external capital to drive NOC transformationEY
The coming years will be defining for NOCs as they fully embrace the need to embark on capital transformation. New capital can provide the catalyst to return the country’s finances to an equilibrium and act as an engine to drive greater economic diversity.
Beyond the secular forces that we describe in our Future of Insurance series1, more immediate and cyclical issues will be shaping the insurance executive agenda i n 2 016 .2 Commercial insurers (including reinsurers) face tough times ahead with underwriting margins that are being pressured by softening prices and a potentially volatile interest rate environment.
4th Annual RiskMinds Insurance Conference - Stream B: The future of Insurance...accenture
Eric Jeanne & Markus Salchegger discuss ”What will the market look like and how will it behave? Drivers of change and opportunities for Insurers” at the 4th Annual Risk Minds Insurance Conference in March 2015.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
The Productivity Imperative: 2013 Corporate Real Estate Trends for Banking an...JLL
Perhaps more than any other industry, the financial services sector has been challenged by the simultaneous pressures of intense competition, increased regulation, and margin compression.Although profits are once again rising for some banks, it is clear that there are still many risks ahead. In this environment, an optimized corporate real estate platform is no longer an option, but a necessity.This report identifies the elements of our global report that are top of mind in the financial services industry, and it details the most pressing issues facing bank CRE executives.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Digitally mature companies outperform their peers by 26% in terms of profitability, driving utilities to adopt transformative programs such as digital utility transformation (DUT).
This presentation dives into one key aspect of DUT that is changing our industry: utility analytics—business intelligence, data organization, and analytics platforms supporting data-driven enterprises. Keeping the architecture consistent across the enterprise with fragmented budgets and diverse business requirements is difficult.
The presentation explores the experiences of a client as it established consensus on budgets, architectures, and technologies.
Originally presented at Oracle OpenWorld 2014 by David DuCharme, Capgemini's NA Utilities Leader, Victor Jimenez, Capgemini Utilities Executive, and Michael Glass, Director, Demand Side Systems, Pacific Gas & Electric Company.
http://www.capgemini.com/oracle
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Investor Relations As The New Focus In Creating Long Term Corporate Value - A...Kenny Ong
Investor Relations as the new focus in creating long term corporate value
*Assess the importance of Investor Relations functions
*Factors prohibiting growth or development in this area
*Differentiating Investor Relations with other communication initiatives in maximizing its value
Staffing Industry M&A Landscape - October 2016Duff & Phelps
In the first nine months of 2016, 94 staffing industry M&A transactions were completed by 87 unique buyers. After a slow second quarter, staffing M&A activity reaccelerated in the third quarter of 2016 as sellers took advantage of favorable market conditions and the ample number of buyers interested in making acquisitions in the sector.
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
Accenture works with the leading agrochemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2015 study, which focused on the quantitative aspects of performance within the crop protection segment.
Ducati Motor Holding S.p.A sought to redesign its dealer business and operating model, processes and tools, and align them to leading industry practices to enhance its operations with dealers and interact with customers in a powerful, dynamic way, through the use of mobile devices.
How Blockchain can bring Greater Value to Procure to Pay Processesaccenture
In this new Accenture document we discuss how blockchain technology can deliver real value to a financial service’s “Procure-to-Pay” process. For more information, see Philippe Guyonnet’s blog post: http://bit.ly/2gQs8nh
Accenture 2015 Global Risk Management Study: North American Banking infographicaccenture
This infographic from Accenture’s 2015 Global Risk Management Study: North American Banking Report visually captures insights from North American banking executives around several themes: their approach to digital; risk management’s ability to support business growth; the span of the risk function’s influence; emerging operational risks; use of analytics; and the war for digital talent.
Vidéo 360°, nouvel outil d'engagement pour les marques ? Vanksen
En quelques années, la maturité des équipements ont permis à la vidéo de devenir le format star du web ! Une nouvelle ère, où la démocratisation de certaines solutions révolutionne le marketing et la communication. Parmi elles, la vidéo 360° et, par extension, la VR.
Véritable aubaine pour les marques, ces innovations coïncident parfaitement avec les enjeux actuels : proposer de nouvelles expériences, enrichies, et renforcer l’immersion de l’utilisateur.
La vidéo 360°, nouvel outil d’engagement pour les marques ?
La nouvelle étude de Vanksen vous propose de découvrir quelles sont les opportunités offertes aux annonceurs par la vidéo 360° et la réalité virtuelle. Illustrée par de nombreux exemples décryptés par l’agence, cette analyse complète du phénomène vous permettra de mieux comprendre les enjeux, les usages et l’avenir de la révolution qui est en mouvement.
The Value Game-Changer: Digital Performance in The Post and Parcel Industryaccenture
Returns on digital investments are hard to quantify. To help companies better understand the interplay between digital and financial performance, Accenture created the Digital Performance Index, based on a study of more than 1,300 companies in eight industries.
Cybersecurity-Anforderungen in IT-Sourcing-Projekten meistern – Ein Leitfaden...Capgemini
Managing Cybersecurity demands in IT sourcing projects: A guideline using the example of Identity & Access Management. This presentation outlines the topic of Identity & Access Management in complex IT landscapes and IT services supply chains by the help of practical examples and by comparing reality and cyberspace. It also makes recommendations for the access management for organizational IT systems.
Regulatory Compliance: Automated Digital Assistantaccenture
Accenture’s Regulatory and Compliance Automated Digital Assistant identifies an employee using facial recognition and provides them real-time access to a compliance knowledge base. Read our brochure.
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
Mercer Capital's Portfolio Valuation: Private Equity and Credit | Q1 2020Mercer Capital
Mercer Capital's Portfolio Valuation: Private Equity and Venture Capital Marks and Trends Newsletter provides a brief digest and commentary of some of the most relevant market trends influencing the fair value regarding private equity portfolio investments.
Expanding credit lines article 1
For recovering companies, additional financing for working capital increases would be necessary, but increasingly difficult to come by at reasonable interest rates. During the recession, bank loan commitments were reduced, while mounting losses were financed by utilizing availability under the working capital line of credit. As the economy recovered, liquidity was much tighter while availability was lower. Companies did benefit from the fact that the recovery was slow and, therefore, rapid working capital requirements often associated with growth did not materialize. Ultimately, the recovery has led to companies needing expansion capital but finding it hard to come by. Many companies facing this exact situation have turned to MorrisAnderson to discuss ways to improve liquidity and availability for credit. The squeeze on expansion financing was particularly difficult for companies that had recently experienced poor results and earnings, but had turned the corner and were trying to expand. The issue for lenders, of course, is that, in order to accurately approve a company for expansion financing, they needed to gain a holistic look at the company's past performance and projections for future growth to understand both the benefits and risks involved in expanding credit lines. Starting in 2008 or 2009, financial institutions began consolidating and being much more stringent and selective in the expansion financing process - doing so because the demand for capital was plentiful, regulation was heightened, while the credit risk was increased. As a result, many lenders needed to determine - particularly with accuracy -whether a potential borrower was economically stable enough to have its lines of credit increased. Lenders have frequently turned to turnaround restructuring firms to help with distressed clients (from The Secured Lender's October 2009 issue, "Restructuring and workout consul
THE SECURED LENDER OCTOBER 2013 29
tants are still finding their hands full as lenders pull them in to help with troubled clients") but also for independent assessments on the ins and outs of a company's expansion plans and provide guidance on financing options.
Considerations for Expansion Financing: A Checklist It's essential to regularly assess a company's issues, opportunities and overall viability. When assessing expansion financing and lending options, consider the following checklist: > What are the company's specific expansion plans and projected timeline? I What are the financial projections? > What is the projected cash flow? I What are the capital expenditures and projected timing on return on investment? > When does the company expect to realize profitability? > Does the company have a solid base from which to expand? I Will the company be able to maintain a high level of quality products/services? t What resources are being dedicated to product and process improvement? > Will management be able to maintain control duri.
The Annual Report provides comprehensive information on Credit Suisse Group’s financial statements, its corporate structure, corporate governance and compensation practices, treasury and risk management framework, as well as a review of the operating and financial results.
- Download or order the Annual Report: http://bit.ly/1ZI30Os
- Visit our website for more information: http://bit.ly/1ZvcvBg
ExpandingCredit Lines inOrder to ExpandAssessing a Co.docxrhetttrevannion
Expanding
Credit Lines in
Order to Expand:
Assessing a Company's Viability for Expansion Financing
While at oiie poiiit it seemed like compa-
nies would never emerge from what has
been termed the Great Recession, they are
now not only emerging, but actually
growing and expanding. However,
one big issue from both the
borrower and the lender side
has been challenges related
to expansion financing.
By Steve Agran
For recovering companies, additional
financing for working capital increas-
es would be necessary, but increasing-
ly difficult to come by at reasonable
interest rates. During the recession,
bank loan commitments were re-
duced, while mounting losses were
financed by utilizing availability under
the working capital line of credit. As
the economy recovered, liquidity was
much tighter while availability was
lower. Companies did benefit from
the fact that the recovery was slow
and, therefore, rapid working capital
requirements often associated with
growth did not materialize. Ultimately,
the recovery has led to companies
needing expansion capital but finding
it hard to come by.
Many companies facing this exact
situation have turned to MorrisAnder-
son to discuss ways to improve liquid-
ity and availability for credit. The
squeeze on expansion financing was
particularly difficult for companies
that had recently experienced poor
results and earnings, but had turned
the corner and were trying to expand.
The issue for lenders, of course, is
that, in order to accurately approve
a company for expansion financing,
they needed to gain a holistic look at
the company's past performance and
projections for future growth to un-
derstand both the benefits and risks
involved in expanding credit lines.
Starting in 2008 or 2009, financial in-
stitutions began consolidating and be-
ing much more stringent and selective
in the expansion financing process
- doing so because the demand for
capital was plentiful, regulation was
heightened, while the credit risk was
increased. As a result, many lenders
needed to determine - particularly
with accuracy -whether a potential
borrower was economically stable
enough to have its lines of credit
increased.
Lenders have frequently turned
to turnaround restructuring firms to
help with distressed clients (from The
Secured Lender's October 2009 issue,
"Restructuring and workout consul-
THE SECURED LENDER OCTOBER 2013 29
tants are still finding their hands full
as lenders pull them in to help w i t h
troubled clients") but also for inde-
pendent assessments on the ins and
outs of a company's expansion plans
and provide guidance on financing
options.
Considerations for Expansion
Financing: A Checklist
It's essential to regularly assess a
company's issues, opportunities and
overall viability. When assessing
expansion financing and lending op-
tions, consider the following checklist:
> What are the company's specific
expansion plans and projected
timeline?
I What are the financial projections?
> What i.
Credit Suisse is scaling down its Prime Services unit. The revenue impact may be minimal: the bank has a strong synthetic financing capability, which could be folded into equity derivatives.
We disagree with the mainstream media’s unflattering coverage. CS’ cautious approach to restructuring is justified by the uncertain regulatory outlook, and the bank is, in fact, very close to achieving its key financial targets.
Mercer Capital's Business Development Companies Quarterly Newsletter | Q1 2015Mercer Capital
"Business development companies are an important and growing source of funding for middle market companies. Along with private equity and other investment funds, BDCs provide billions of dollars of investment capital to private companies in every segment of the economy.
For over thirty years, Mercer Capital has met the valuation needs of the same middle market companies to which BDCs and other funds provide capital.
This quarterly newsletter tracks the financial and stock market performance of the public BDCs."
Making NBFCs relevant to ‘Make-in India’& ‘Start-up India, Stand-up India’ - ...Resurgent India
NBFC sector has garnered a lot of interest and deliberations of late with recommendations being made in the Committee reports or representations made by the NBFC industry players for the benefit of the NBFC sector as a whole. We have analyzed many of such reports and surveys to present the most pressing of such recommendations below:
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Designing Great Products: The Power of Design and Leadership by Chief Designe...
Top Ten Challenges for Investment Banks 2015: Restructuring: Challenge 4
1. Repurposed Investment
Banking: Redesigning an
investment bank to support
the Group
Top Ten Challenges for
Investment Banks 2015
04
RepurposedInvestmentBanking:
Redesigninganinvestmentbank
tosupporttheGroup
2. 04
Repurposed Investment Banking:
Redesigning an investment bank to
support the Group
Difficult decisions surrounding participation in products and
markets by the investment bank have defined the past few
years. For those whose strategy is solidified, executing on
these choices and coordinating with other business lines to
ensure that the Group becomes greater than the sum of its
parts will now become the priority. For others, increasing
capital requirements and the need to generate shareholder
returns mean these decisions cannot be delayed.
As the experience of the leaders is starting
to show, aligning this internal focus on
returns in the investment bank with the
services of the broader Group will be the
differentiating factor in the coming year.
But the challenge here is twofold: executing
restructuring effectively; and maintaining
profitability during redefinition.
The restructuring imperative
These participation choices are framed by
imperatives making the investment bank
accountable to its Group. The ongoing
profitability challenges, cost of regulatory
conformance, threats of fines and volatility
all place significant pressure on justifying
participation in investment banking
activities. However, it is decreasing revenue
pools in the investment bank (see Fig. 1)
that now seem to be driving restructuring
and repurposing. These downward
pressures on revenue, when set against
increasing Group capital requirements (see
Fig. 2), increase the drag on increasingly
constrained capital. The investment bank
can no longer run as a siloed entity.
2
The shift of focus from
investment bank to Group
capital position requires such
restructuring to shift to highe
returning business lines.
3. 3
Regulatory headwinds make this
accountability explicit. Increased CET1
requirements as part of CRDIV mean
investment banking’s higher Risk-
Weighted Assets (RWAs) may impair the
Group’s capital position; that this capital is
now held at Group level makes the
investment bank’s return on capital a
material matter for the Group’s position.
Unless commensurate profit is generated,
a disproportionate drag on the Group’s
increasingly constrained capital levels will
force a reordering of activities.
We have seen notable efforts to confront
this. Credit Suisse’s non-core run-off,
alongside an increase of CHF15-20bn in
Private Banking and Wealth Management
RWAs, is instructive: the Private Banking
and Wealth Management businesses
reported a return on capital of 32% in Q1
of 2014; the investment bank, 14%
(source: Credit Suisse, Goldman Sachs
Conference 2014). The shift of focus from
investment bank to Group capital position
requires such restructuring to shift to
higher returning business lines.
However, not all investment banks have
defined their offering from this Group
perspective. Credit Suisse, along with UBS, is
advanced in restructuring to complement
the Group’s offering. Other central
European players, for instance, are still
grappling with key participation decisions,
including how to manage their FICC
offering. The positive market reaction to
UBS’s and Credit Suisse’s efforts
demonstrate that repurposing toward
higher returning Group businesses not
necessarily in IB and committing to
shareholder returns are two key imperatives
in the short to medium term.
Internal restructuring
On a standalone basis, investment banking
activities need to meet their cost of capital
and generate sufficient RoE to return
shareholder value proportionate to their
position within the Group. The top line
strategic choices we have seen made in the
past few years by market leaders contribute
to the broad return to positive RoE (see Fig.
3), indicating that the most painful stages
of restructuring have passed.
Divestments to aid the Group’s position are
coming to fruition, with a decline in the past
Figure 1: Declining total revenue in IB activities
• Unicredit
• Commerzbank
• Nomura
• Credit Agricole
• BNP Paribas
• SocGen
• Santander
• Deutsche Bank
• Credit Suisse
• UBS
• Standard Chartered
• RBS
• HSBC
• Barclays IB
• RBC
• BoA
• Citi
• JP Morgan
• Morgan Stanley
• Goldman Sachs
Figure 2: Increasing Group capital requirements- CRDIV (Basel III)
2008 2009 2010 2011 2012 2013
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
-50,000 Source: Banks,
Accenture Research
Source: Accenture Research
Until 2012 2013 2014 2015 2016 2017 2018 From 2019
14%
12%
10%
8%
6%
4%
2%
0%
• CET 1 capital
• Capital conservation buffer
• Additional Tier 1 capital
• Countercyclical capital buffer
• Tier 2 capital
4.0% 3.5% 2.5%
4.5% 4.5% 4.5%
2.0% 2.0% 2.0% 2.0% 2.0%
2.5%
2.5%
0.625%
1.25%
1.25%
1.875%
1.875%
0.625%
2.0% 1.0%
1.5%
1.5% 1.5% 1.5% 1.5% 1.5%
2.0% 3.5%
4.0%
4.5% 4.5%
(US$ mn)
4. 4
Figure 3: ROAE % across major investment banks
Note: UBS and Credit Suisse do not separate IB
revenue as a line item. Though discussed below,
they are not included in this graph
• Goldman Sachs
• Morgan Stanley
• JP Morgan
• Bank of America
• Wells Fargo
• Citi
• PNC
• Charles Schwab Corp
• St ifel Financial Corp
• Deutsche Bank
40.00
30.00
20.00
10.00
0.00
-10.00
-20.00
-30.00
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
financial year (see Fig. 4). However, the
restructuring of portfolios to non-core
groups and creation of “bad banks”,
reducing the strain on capital and
mitigating risk whilst maintaining RoE, is
still being managed. Certainly, the haircut
required in a wind -down makes this a
sub-optimal choice, as we have seen in
recent efforts to reduce the drag on
Group RoE. But with this resettling of
RoE and market restructuring, effective
alignment and, if necessary, repurposing
can now begin.
Some have already reacted to this by
feeding the appetite of other business
lines during restructuring, as seen with
Lloyds Banking Group Insurance’s
acquisition of £2bn of infrastructure
and long-dated assets from the
Commercial Bank to match growing
annuities liabilities. Where a captive
Asset or Wealth Management arm
exists, similar opportunities to repurpose
productively present themselves – but
are yet to be fully realised.
From restructuring to repurposing
Repurposing can assist in growing the
Group’s core revenue from existing
market share, whilst aiding client
acquisition. UBS is a leader here, in
aligning its investment bank to provide
market access for its core Wealth
Management client base. It achieved
significant growth in new investment
by defining a “full service offering”
around this core, increasing its net
money flow to Wealth Management by
CHF7bn in Q4 FY13 and shaping its
market-accessing products to support
this growth. Moreover, Morgan
Source: Accenture Research
5. 5
Figure 4: Total value of disclosed divestments by investment banks ($bn)
2006 2007 2008 2009 2010 2011 2012 2013 2014
70
60
50
40
30
20
10
0
Stanley’s pursuit of stock trading, acquiring
the Smith Barney brokerage whilst growing
the Wealth Management offering has seen
impressive returns.
Defining a full service offering around the
Group’s core client base, moving away from
the unsustainable suite of products that
previously defined “full service”, is crucial.
This offering will vary by Group, and
Morgan Stanley’s acquiring Smith Barney
from Citi demonstrates that repurposing
can benefit by acquiring businesses now
deemed non-core by competitors.
Of course, repurposing is not without
challenges. Detaching legacy technology and
operations from the core offering can, due to
entrenched complexity, hinder realignment.
That the required transformation
programmes must justify themselves by
becoming self-funding within a year is a
further challenge. Yet the standardisation of
products, as supervision gathers pace, has
combined with a growth in demand to
create a significant outsourcing market
capable of winding down or managing in a
cost-efficient manner.
Moreover, rapid transformation can
generate these returns by enabling more
effective cross-marketing. Growing
services such as Transaction Banking for
existing FX clients, as Deutsche Bank has
done, opens further revenue lines from
an investment banking client base. Cost
savings can be achieved at the same
time as execution risk is moved outside
of the bank to third parties, and the
enhanced profitability from an existing
client base generates the returns that
decision makers require.
Shifting focus from the Group’s balance
sheet to its PL, where differentiated IB
platforms and operational capabilities
exist, they can be repurposed to have a
positive impact on operating
expenditure. Furthermore, they reduce
the capex required to meet updated
regulatory transparency requirements.
For example, the scalability provided by
platforms designed for a broad offering
can assist in meeting reporting
requirements elsewhere, driven by
Dodd-Frank and EMIR. Credit Suisse is
repurposing its differentiated back
office reporting functions for their
expanded Private Banking and Asset
Management division. The tying up of
operations, in short, can be
productively pursued from the front to
the back of the service offering, from
products to operations.
Successful repurposing, we can see,
can take many forms. What will
differentiate leaders in 2015 will be the
execution of participation choices
whilst creating an investment bank in
productive partnership with its Group.
With a lack of clarity surrounding
regulated leverage ratios, the question
of profitability remains, and the
effective use of capital will continue to
be a focus. Some are closer to the
repurposing watershed than others.
Those still approaching it should apply
the lens of the Group, as some leaders
have done, and discern how the
investment bank would be best
positioned to serve its Group’s offering.
With a lack of clarity
surrounding regulated
leverage ratios, the question
of profitability remains, and
the effective use of capital
will continue to be a focus.
Source: Accenture Research