The global financial industry becomes more complex by the day. Meeting the challenges of complexity demands the best, most innovative and actionable input. Capco’s Thought Leadership and leading-edge research is contained in our Journal of Financial Transformation and our wide range of White Papers and Points of View. Access a unique resource of academic and practitioner thinking and experience. It’s tomorrow’s best practice available today.
Now, in 2016, we see every bank engaging with a series of fundamental challenges. How should they take best advantage of the digital revolution? How can they harness its power to improve their customer experience? What strategic directions should they choose? We believe the best answers are contained in an approach called the Adjacent Possible. The Adjacent Possible provides a powerful conceptual framework for a bank’s digital strategy. So what is this framework? And how can it be applied? Answering these questions requires some scene setting.
Capco's Hybrid Operating Model Execution (HOME) model allows clients to optimize opportunities in outsourcing through flexible and innovative contracting structures that have delivered up to 30% savings in as little as one year. Our original approach to traditional technology and operations cost-cutting challenges represents the opportunity clients have been waiting for, to free trapped funds and turn towards a transformation to efficiency.
We are delighted to share the eighth issue for 2016 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our Regulatory Monitoring Team.
There is no doubt that the existing capital markets infrastructure urgently needs a new lease of technology enabled life. Credible estimates set the potential for efficiency and elimination savings at somewhere between €30 and €50 billion annually. Either the industry itself, in its current configuration, will pursue and deliver those savings or, ‘outsiders’ will seize the impetus.
Efficient global trade of physical goods relies on availability of three key factors: credit, solid logistics and transparent payment. Trade finance addresses the challenges with well-established instruments to issue credit, document the transfer of exported or imported goods and execute subsequent payments. Yet, in spite of its established nature, our clients state that the trade finance business is becoming harder to manage than ever. Why?
Digital technologies open limitless possibilities for ‘disruptive’ approaches to product and service creation and delivery. From driverless cars to cars driven by complete strangers to staying in a stranger’s house, ‘set in stone’ approaches to established industries are being transformed. For this transformation to extend without disintermediation of established players, financial institutions will need to take action around three key dimensions.
We are delighted to share the seventh issue for 2016 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our Regulatory Monitoring Team.
The intent of this newsletter is to provide you with a regular update on some of the most important regulatory changes - along with a Capco view on the implications of these changes.
We’re here to help you introduce them into your organization.
We are delighted to share the sixth issue for 2016 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our Regulatory Monitoring Team.
Information available on Millennials can be pretty confusing. There are a lot of different research studies with some conflicting results. Although, each study keeps highlighting an interesting conundrum for banks: how can they best serve millennials. Millennials are individuals born between 1980 and 2000, are the largest adult demographic in the U.S., and at present have $1.4 trillion dollars in investable assets.
Over the past several decades, the Canadian wealth management industry has enjoyed steady growth in assets under management (AUM). In the last decade in particular, Canadian wealth management firms witnessed consolidation in this industry that led to a smaller number of players and limited foreign competition. After the financial crisis of 2008, Canadian banks invested in their wealth management businesses to improve profitability as a consequence of slower growth in lending, deal making and exiting from certain businesses due to regulatory requirements. Despite the growth witnessed, Canadian wealth managers must brace themselves for several trends that will impact their industry:
We are delighted to share the fifth issue for 2016 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our European Regulatory Monitoring Team.
“Financial Inclusion is about ensuring that every adult in the United Kingdom is connected to the financial ‘mains’, just as he or she is connected to mains electricity or mains water.” Financial Inclusion Commission, 2015
We are delighted to share the fourth issue for 2016 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our European Regulatory Monitoring Team.
The wealth management industry is at a crossroads. Evolving client needs, disruptive technology and general cost, revenue and regulatory pressures are putting a strain on overall profitability. Firms continue to invest in obsolete, complex and rigid platforms that are decades old and cobbled together from mergers and acquisitions. Data has become siloed, making it more difficult to unwind manual processes and technology. The cost of investments to maintain the status quo continues to hamper the bottom line. As a result, wealth management firms continue to operate a suboptimal business model that prohibits growth. Firms must take steps now in order to transform the way they do business to manage a changing and challenging landscape.