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  • Mobile banking in a post-channel world: New vision and new strategies
    How can banks increase mobile adoption rates, differentiate the mobile experience to boost customer loyalty, and move beyond cost savings to monetisation?
  • Mobile financial services: Raising the bar on customer engagement
    While many financial services companies have been relatively quick to jump on the mobile bandwagon, the industry still has a long way to go in capturing the full potential of this rapidly evolving technology.
  • Global Cyber Executive Briefing: Lessons from the front lines
    Being resilient to cyber-risks starts with awareness at the board and C-suite level; a recognition that at some point your organisation will be attacked.
  • Banks required to adopt new expected loss model and changes to financial asset classification
    The International Accounting Standards Board (IASB) has issued the final version of IFRS 9 Financial Instruments incorporating amendments to the classification and measurement model for financial assets and a new expected loss impairment model.
  • When “should” becomes “shall”: Rethinking compliance management for banks
    In today’s environment, the assumption that guidance is just an expectation, not required, is no longer acceptable.
  • Going up? The impact of impairment proposals on regulatory capital
    Credit institutions’ regulatory capital levels are under the spotlight and will continue to be for the foreseeable future. The latest impact could arise from the International Accounting Standards Board’s (IASB) recent impairment proposals.
  • Elements for successful growth in financial services: Poised for opportunities
    Many companies have put growth and expansion plans on hold during the last few years, preferring to conserve market share until more favourable business conditions emerge. For many financial services companies, that time is now.
  • Developing an effective governance operating model: A guide for financial services boards and management teams
    In recent years, many boards of directors in the financial services industry have been working to bolster the effectiveness of their organisations' governance models. Concurrently, senior executive teams have committed resources to enhancing governance frameworks. However, many FSI companies may have come to realise that work remains if they are to operationalise the structures and institutionalise the principles they have adopted.
  • Foreign Account Tax Compliance Act (FATCA) Regulation Comparison
    FATCA represents the United States Government’s efforts to prevent U.S. taxpayers who hold financial assets foreign financial institutions or FFIs and other offshore vehicles from avoiding their U.S. tax obligations. The final regulations provide taxpayers and other affected stakeholders with a clearer picture of how FATCA will apply to affected transactions.
  • Global Systemic Risk Regulation since the Financial Crisis
    The financial crisis of 2008-2009 sparked massive global legislative and regulatory responses to address perceived market and regulatory failures. This study provides a framework to assess the effectiveness of these regulatory efforts and the potential for harmonisation of reforms across various jurisdictions.
  • Funding the future: Emerging strategies in cooperative financing
    CFOs and senior executives from the world’s largest cooperatives were asked how their organisations had fared during the 2008 financial crisis, and how their financing and capitalisation strategies are evolving to respond to new market realities.
  • Risk, data and the supervisor: The clock is ticking
    All banks should recognise this paper as a sign of things to come and start to assess the current maturity of their risk operating model and data management function.
  • Big data: Time for a lean approach in financial services
    The proliferation of so-called “big data” and the increasing capability and reducing cost of technology are very seductive for retail financial services organisations seeking to improve their customer engagement and operational performance. But many simply do not appreciate its real costs.
  • When Doing “Less Badly” Isn’t Enough
    Financial institutions that proactively confront the new regulatory environment may not only do “less badly” than the competition, but also may stand a chance to become winners in the long-term.
  • Global business-driven HR Transformation: The journey continues in financial services
    The financial services industry and the human resources organisations that serve them will need to develop new capabilities if they want to remain relevant.
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