Capco Blog

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Via discussions hosted on the Capco Institute Blog. Members debate high profile issues, with frequent and provocative contributions from Capco thought leaders. For institutions around the world, how will the changing financial services landscape form the future of finance?

The content and opinions posted on this blog and any corresponding comments are the personal opinions of the original authors, not those of Capco.

Author: Isabel Naidoo
Published: February 27, 2015

I've blogged before about how firms should find a way to let employees be themselves at work. Although, as one kind reader pointed out, that doesn't further the inclusion agenda if being yourself means working in a way that excludes others! Fair point. I buy into this vision. After all, it's one I created, spearheaded and have very publicly sponsored both within my firm and externally. But recently I got to thinking. If I care about inclusion (and I do) and I am passionate about disruption (which I am) how come we aren't disrupting diversity?

Jeroen Dossche
Rick van Esch
Published: February 24, 2015

“What’s keeping financial services executives awake at night?” In today’s demanding market conditions the question at the heart of our annual EMEA survey is more relevant than ever.

What do customers want? Is it time to change the business model? What about the headcount?

Author: Isabel Naidoo
Published: January 31, 2015

Everyone’s talking about future workplace. We all know where it’s heading – people-power, social networking, crowdsourcing, limitless connectivity and a workforce that is contingent (self-employed in some form) and virtualized (anytime, anywhere). But what about the HR team - its leadership? In a people-power world, what does it look like?

Author: Ehssan Shahi-Savandi
Published: January 29, 2015

Fears of negative interest rates in the euro zone have become reality. The European Central Bank (ECB), for the first time in its history, in June last year, pushed its deposit rate below zero, effectively charging banks 0.2% to park surplus liquidity.

The desired effect is that banks push liquidity out to the system (as loans, for example) and are thus encouraged to lend to small and medium-sized businesses. What’s happening on the ground, however, is that banks appear to be forgetting their initial reason for taking deposits and are passing their charges along to clients instead.

Author: Luis del Pozo
Published: January 26, 2015

On 15 January the SNB (Swiss National Bank) removed the floor on the EUR/CHF rate allowing it to float freely on the market. The Swiss Franc immediately appreciated by almost 20% catching most market participants by surprise both on the timing and the extent of the market reaction. Over the next days it became apparent that many clients of online FX-brokerage operators, with highly leveraged positions trading on margin, had been caught unawares with short Swiss Franc positions and had substantial losing positions. The unique configuration of the online leverage FX brokerage model throws up some intriguing insights.

Author: Christine Mar Ciriani
Published: January 21, 2015

Digital and mobile banking are the next big thing according to advisors and clients. But is it really where Swiss banks want to go? And should it be their priority? What clients expect from a Swiss private bank is security and discretion. They want a trusted relationship with their advisor and confidence that their wealth is safe and discretely protected. In this sense, digital can be a threat and must be handled with care. Rushing into it may pose risks to security and undermine that vital element of the client -bank partnership – trust.

What should a Swiss bank’s digital strategy involve?
The high level target is clear. A digital strategy must reinforce all the positive reasons why a client chose a bank in the first place - assuming you have the ‘why’ figured out. But when it comes to the next level, digital strategies risk opening a Pandora’s box. Banks need to look carefully at what advisors want, what clients believe they want and what clients actually need. Analysing this ‘love triangle’ and turning it into a clear roadmap is a profound challenge.