business transformation

  • 1175

    MILLENNIALS AND MORTGAGES: how a shifting demographic is redefining the housing market

    Millennials, those born between 1981 and 1997, introduce a set of norms and expectations befitting a new generation, now the largest in the United States.1 Traits, such as digital savviness, remaining single longer and elevated debt levels, represent not only a cultural transformation, but also a shift in the way this generation views its housing needs. In this article, Jocelyn St. James discusses how lenders looking to rebound in the real estate market will need to build systems and processes that address millennials’ specific priorities in order to remain ahead of more digitally enhanced competitors to create advantages in both [...]
  • 951

    INVESTMENT BOOK OF RECORD: improving decision support and transparency in an increasingly complex environment

    Rapid technology innovations during the past few years are disrupting business models within the financial services industry that have largely remained untouched for decades, challenging operational processes and rendering traditional architecture options suboptimal. With increased regulation stemming from the global financial crisis and competition from new financial services providers, leveraging innovation in the quest for alpha is now a necessity for buy-side firms. In this article, Joshua Satten and Sidhartha Adholekar outline why the Investment Book of Record (IBOR) is critical to empower operational and investment process functions. They also address why an IBOR is equally beneficial to funds, fund [...]
  • 1

    THE BUSINESS TRANSFORMATION IMPERATIVE: change now or become obsolete

    The financial services landscape is changing faster than at any time in history. The FinTech revolution is creating an entirely new breed of competitor that is forcing “the establishment” to look closely at themselves and determine how they can transform to continue to be leaders in tomorrow’s marketplace. Goldman Sachs estimates that $4.7 trillion worth of revenue is at stake and could be claimed by new entrants to the financial services space if today’s market leaders do not adapt and change. While this is a concern for most CEOs, it is also a great opportunity. In this article, Josh Sutton [...]
  • 122

    THE BUSINESS CAPABILITY MAP: a critical yet often misunderstood concept when moving from program strategy to implementation

    The use of business capabilities for planning and analysis has been on the rise in recent years, yet the value they provide is not fully understood. For most critical initiatives at large firms, the transition from vision to strategy to implementation is a multiyear program involving numerous stakeholders. During the early inception phases—amidst aggressive timelines, pressure to produce estimates, budget constraints and other challenges—project teams tend to jump into execution without truly comprehending the overarching business strategy. It is difficult to visualize end-to-end risk and business value without a business capability map. In this article, Shiva Nadarajah and Atul Sapkal [...]
  • 100

    FINTECHS–OPPORTUNITY OR THREAT?: a pragmatic approach for organizations to assess the value of financial technology initiatives

    In the last six years, a proliferation of new financial services technology or “FinTech” ventures, eager to capitalize on shifting market needs and preferences, have emerged. Rather than sit back and watch these new models eliminate them, financial services organizations need to address these innovative initiatives as opportunities rather than threats. In this article, Sean O’Donnell reviews the drivers of the FinTech evolution, where and how they are transforming financial services, and approaches for businesses to adopt (rather than run from) these new offerings. While the mainstay of the financial services industry was busy dealing with the global financial crisis [...]
  • 692

    Building a Content-Rich Fund Website that Performs: 5 essential components of an asset management website

    Digital has transformed how prospective investors discover and evaluate products and services. A well-designed website that articulates the brand and makes it easy to find product information is at the core—and it is no longer simply “a nice to have.” In the article below, Mash Patel and Jeff Hendren from Kurtosys, a Sapient Global Markets strategic partner, outline five key considerations for investment manager web sites. In January 2013, Cerulli looked at marketing and branding in fund management. Their research cited strong client service, a recognizable brand and an effectual website as the three most important factors potential investors use [...]
  • 598

    Portfolio Reconciliation: why an industry utility makes sense

    As over-the-counter (OTC) trade reporting is being implemented around the globe, concerns about the accuracy of the data being reported are growing among market participants and regulators alike. In fact, both the US Commodity Futures Trading Commission (CFTC) and European Securities and Markets Authority (ESMA) stipulated that institutions must establish processes to identify and monitor disputes for bilateral trades, creating an urgent need for firms to be able to identify and resolve any data discrepancies. In addition, trade repositories (TRs) are expected to perform inter-TR and intra-TR reconciliation and potentially extend this service to participants. In this article, Dheeraj Joshi [...]
  • 261

    THE NEXT PHASE OF OUTSOURCING: “change the bank” with digital transformation

    Financial services firms have always faced market volatility, but new challenges are forcing most to rethink their traditional operating models in favor of outsourcing. In this article, Sean O’Donnell reviews the drivers of change for financial institutions and how the expanded use of outsourcing models will help improve revenue and create new business opportunities. Over the past five years, global capital markets have experienced unprecedented change. Today, increased regulations, more reliance on technology, reduction in revenue and a greater need to aggressively target new business while still reducing costs have forced all participants to reassess their strategies, operating models and [...]
  • 242

    MULTIPLE PRIME UTILITY: the key to transforming the fund manager/prime broker relationship

    In response to the financial crisis, financial markets across the world are transforming themselves. One of the most significant changes happening today is in the Prime Broker/Fund Manager relationship—a world in which Prime Brokers (PBs) provide a variety of services to Fund Managers. The Fund Manager’s alpha generation bottom-line and the Prime Broker’s services-based business model were both impacted by the turmoil in the financial markets, prompting a restructuring of the industry and a transformation of the industry’s operating model. In this article, Sudhanshu Bahadur, Vishal Bakshi and Valcony Sun explore the changing business model of Fund Managers and Prime [...]
  • 229

    SINGLE DEALER PLATFORMS: are their days numbered?

    While single dealer platforms (SDPs) have improved the experience presented to an institution’s trading clients, they are not entirely fulfilling the core requirements in terms of openness or degrees of speciality. The needs of the institution and its clients are still too much at odds and this discord will drive the next revolution in client trading and information services. Sean O’Donnell and Matt Hopgood discuss the next generation of these platforms and the implications to business and technology strategies. Over the last five years, the proliferation of single dealer platforms (SDPs) has increased dramatically—from initial pioneering efforts by leading tier [...]