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.
Budget constraints and pressures on skills and expertise often mean only the most urgent compliance projects get implemented. Deadlines slip. Non-compliance results. Fines follow. But it doesn’t have to be like this.
We are delighted to share the June 2015 edition of Capco's monthly Regulatory Monitoring Newsletter, developed by industry experts in our European Regulatory Monitoring Team.
With regulatory pressures driving up demand, it’s estimated that we’re facing a potential collateral squeeze of $1.2 trillion. Can you afford to operate in the shadow of this black hole? Or is it time to tackle the ‘Great Collateral Squeeze’ head-on?
We are delighted to share the third issue for 2015 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our European Regulatory Monitoring Team.
The financial crisis initiated several new financial regulations in Switzerland. During the G20 summit in 2009, the decision was taken to regulate derivative trading. The Financial Market Infrastructure Act (FMIA, German: FinfraG) is the Swiss response to this initiative.
Onboarding used to be a lot clearer, defined simply as: “the process and procedure to gather new client information and requirements and input that data to do business.” Today, the regulatory framework imposes multiple demands – from ensuring potential clients are the “right kind” of business, through responses to ever deeper levels of official inquiry. The challenge is to create an onboarding program that satisfies regulators and front office alike – while keeping the client center stage. This Capco Wealth Management Onboarding Overview shows how you can balance all the issues and deliver for all the stakeholders.
We are delighted to share the second issue for 2015 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our European Regulatory Monitoring Team.
The future of online FX trading depends on finding a balance between risk-taking and regulatory compliance. Forex online trading is a dynamic industry where flexibility, agility and innovation are of key importance to success. This was highlighted in January 2015 when the Swiss National Bank decided unexpectedly to give up the 1.20 EUR/CHF cap. The impact of this decision is far-reaching. One of the biggest global brokers required a bailout in the hundreds of millions of dollars. Many smaller brokers are also on the edge of surviving due to their open positions and lack of liquidity.
We are delighted to share the First Issue of 2015 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our International Regulatory Monitoring Team.
In the following pages we share the insights gained from analysis of the current concerns and challenges faced by financial institutions (FIs) in Europe and Asia-Pacific. We conclude with a summary of findings and provide some opportunities for success that FIs can consider in 2015.
We are delighted to share the Tenth Issue of 2014 of Capco's Regulatory Monitoring Newsletter, developed by industry experts in our International Regulatory Monitoring Team.
Virtually unchallenged, banks provided corporate customers with services from payments processing to business extension financing. Then came much greater financial Corporate Sophistication. Banks now need new strategies, and new approaches, to retain and regain business that used to be assured. In the face of growing competition, effective resistance is all about relevance.
Mobile payments providers must think more ambitiously. It’s high time to go beyond one-off novelties and limited disruption to the status quo. We should be embracing complete transformation, enabled by system-wide interoperability. And we have the technology to make it happen. This is the second part of our series about changes in payments. In this paper, we focus on the channel perspective. We outline a solution to introduce flexibility, enable faster innovation and, ultimately, achieve a dynamic and positive mobile payments environment.
In this paper, we explore examples of pattern-changing breakthroughs in financial inclusion from the U.S. and Europe, as well as Africa, Asia and Latin America. We have identified exciting innovations tackling the main barriers to financial inclusion: financial behaviour and competency, origination and demand generation, risk assessment-based credit management as well as more accessible distribution channels. New ideas have emerged – in areas like financial education, trust building and confidence building, assembling credit histories from unexpected spending patterns, low-cost business models that deliver affordable, accessible and attractive products; new technologies that leverage unorthodox data, use creative algorithms, and make smart phones simple to use as a banking channel – forming a 4th generation solution to low income banking. These 4th generation banking models are transforming lives. They are not just re-inventing a conventional form of banking. They are unleashing human potential in a quest for significance as well success, undertaken on a symbiotic rather than exploitative basis.
"Give a man a fish, he eats for a day. Give him a loan to buy a smartphone, in five years he’ll be a fish trader." Having close to a half of the world’s adult population unbanked is too big an anomaly – and too big an opportunity – for global financial institutions to ignore. The time has come for mainstream banks to engage in a new ecosystem, together with Social Enterprises and others. The goal? To deliver real solutions for the banking of the unbanked.
One of the most exciting areas in the financial industry today is the renaissance in customer propositions and choices, as non-traditional challenger banks enter the industry and established players race to create dynamic new offers. In this overview, we invite you to share our thinking and 10 step methodology around bringing new banks and new banking offers to a highly competitive market.
This paper is designed to be relevant to producers and consumers of data in a financial institution. In particular, it is oriented towards the business use of data (e.g., analytics) and on technology techniques for managing data. The paper assumes that the reader has some context and understanding around Big Data technologies, how they would or would not apply within a financial organization, and the benefits and challenges that such new technologies present.
The need for banks to cut trading costs is just too real to ignore. The strains of increased capital requirements, continued regulatory pressure and innovative new entrant competition, are all conspiring to create the perfect storm that will force banks to truly understand their cost to trade. In the front office and on a real time basis, a clear metric of the cost of trade is essential for banks to make tough, high-level decisions. Banks need to decide which products, and even which customers are returning to the bottom line, and which need to be removed from portfolios. Consequently, major business decisions for banks as of late are based off of cost to trade calculations, so banks need to get it right. Presently however, stitching together the complex components needed to construct a complete view of trade costs remains a considerable challenge for most banks.