As we look ahead to the coming year, what forces will the investment management industry face?
As the industry matures on many fronts, uncertainty about policy shifts could weigh heavily. Download this report to learn more.
Time is running out to comply with the new revenue recognition standard. Explore how Deloitte RevenuePrint can help you Get There.
Deloitte has partnered with Oracle to provide a comprehensive set of IAM advisory and technical services across the enterprise. Download this document to learn how to increase your business efficiency and reduce risk.
Deloitte Planning, Budgeting & Forecasting is a an out of the box, rapid, and fixed scope service to transform the planning, budgeting and forecasting processes within your organisation. Download this brochure to learn more.
Deloitte Consolidation & Close is an out of the box, rapid, and fixed scope service to transform the financial close, consolidation and reporting processes within your organisation. Download this brochure to learn more.
Oracle and Deloitte’s surveyed 275 North American C-level and senior executives from financial services organizations to explore where these institutions stand in regard to their data governance, what challenges they face, and how they can more effectively leverage regulatory data to drive their business forward. Download this report to learn the results.
The dual challenges of the regulatory and earnings environments present financial institutions with an opportunity to build a new model that may help them thrive in the coming years. This paper outlines how the industry is responding to the new regulatory environment and provides a three-point strategy for institutions to consider.
There are four specific elements banks should consider to build risk management programs that would be considered “strong” in the eyes of regulators. While the elements themselves have not changed over time, their reach and the depth in which they could be applied are different today.
This POV discusses the potential impact of the Volcker Rule's proprietary trading provisions on infrastructure for banking entities.
By erasing boundaries between the public and private sectors, the solution economy has the potential to unlock trillions of dollars in social benefit and commercial value.
This paper focuses on some of the implications of being a SIFI (Systemically Important Financial Institution) given the current status of how the rules are developing.
This article takes a look at where Dodd-Frank has taken the industry to date and shares some suggestions for banks looking for opportunities to turn this new regulatory environment to their advantage.
In this paper we look back over the last year and forward into the future from three very different perspectives: Of banks and financial institutions, which are subject to the Act, of regulators, who must implement it, and of consumers of financial services, who face big changes in the future.
As banks develop their strategies for giving customers access to their account through cellular phones and other mobile devices, they should also regard this emerging platform as a potential catalyst for generating operational efficiencies and as a vehicle for new revenue sources.
In response to regulatory, economic and market uncertainty, banks have embarked on a journey to restructure and resize their balance sheets. This POV provides many different structures and methodologies that a bank can use to manage down its non-core assets.
As a consequence of the recent crisis, the delinquency rates rose to unprecedented levels. Financial institutions were forced to redefine the components of their collections operating models to increase recovery and reduce costs. The new models outlined in this paper changed the company's portfolio segmentation methods to offer products that better adjust to customer needs through more appropriate channels. Faced with these changes in the offer, and in order to increase collections, financial institutions have intensified their process standardization, automation, and performance measurement.
Cross-selling has become a strategic priority for many banks in recent years. It is well known that the incremental cost of selling to current customers is generally much lower than to new customers. Recognizing this, banks have, over the years, invested heavily in cross-selling to increase wallet share.
In an environment of greater and more in-depth regulation at the same time as increased competition in a difficult economic climate; a strategic approach to reference data management will reduce operating cost, improve risk management and compliance, and support growth while also having the potential to release much needed capital. This requires adherence to a number of key principles outlined in this paper.
We are pleased to present Deloitte’s Global risk management survey, eighth edition, the latest assessment of the state of risk management in the global financial services industry. The findings are based upon the responses of 86 financial institutions from around the world, across multiple sectors, representing a total of more than US$18 trillion in combined assets. We wish to express appreciation to all survey participants for their time and insights.
According to a Center for Financial Services survey, 11% of bank customers have experienced a negative credit event for the first time within the last two years. This segment of “first-time defaulters” represents a challenge for banks as they are not only trying to minimize credit losses, but they also do not want to risk losing a potentially profitable segment in the future.
Despite investments in financial, management, and risk accounting platforms, a number of challenges continue to plague even high-quality financial services institutions around the world. In attempting to solve for these challenges and accommodate demands from a broad set of stakeholders, many organizations have established data quality as their number one priority to address. Although, the new processes, tools, and reporting abilities provide improvement, without clean, trusted, and reconciled data, the chain breaks down and the value of strategic investments is limited.
Dodd-Frank requires sophisticated and far-reaching reporting capabilities in order to meet the requirements of Federal Regulators. While many of the large financial institutions likely use automated systems for incentive compensation management for a portion of their business today, few have an end-to-end, cross-functional area programs to support capture of relevant data that support monitoring and analysis. Fortunately, a combination of process alignment and existing, tested technology packages can reduce the substantial administrative costs these regulations impose, while adding value by supporting future compensation program requirements more effectively.
This report provides information on how to harness the company's existing data sets to drive competitive advantage and to build an effective analytics foundation for the company's business that can be applied to various insurance-specific issues and challenges.
In this article, Deloitte offers insights on how finance executives can use the planning, budgeting and forecasting process to make the transformation to a customer-centric strategy.
Driven by difficult market conditions, concerns about complexity, and new regulation, many banks are making tough strategic choices. While "too big to fail" and other related issues may be grabbing headlines as stakeholders debate the ideal structure of the industry, there are significant strategic decisions being made in the industry now. As a recent article in The Economist pointed out, "banks are shrinking their balance-sheets, retreating from foreign operations and closing businesses. This is dramatically reshaping the industry." These changes may bring major benefits, but could also carry substantial risks.
The pressure to tackle financial crime has never been greater. But tightening regulation, growing demands by customers for integrity in firms‘ financial dealings and increasing criminal sophistication are combining to create a perfect storm for the financial services sector. Firms need to invest in bringing their data together to create an integrated approach to financial crime. Such an approach will align all business capabilities, including strategy, people, processes, technology and data, towards a more unified view of risk.
New developments in the scale and speed of computing power will help financial institutions deliver the timely, accurate risk analytics and information that regulators are increasingly demanding. Above and beyond that, though, firms have every reason to embrace the emerging technology known as 'aggregate risk on demand'. As the findings of this paper show, it can help them drive up returns on equity by improving their pricing, optimising their portfolios, conserving capital, cutting costs and enabling smarter, more timely decisions.
Our Deloitte Analytics offering includes a full range of services, from helping organizations look backward to evaluate what happened in the past to helping them execute forward-looking approaches like scenario planning and predictive modeling. Our capabilities range from assistance with fundamentals, such as data management and business intelligence to helping organizations with activities, such as performance management, predictive modeling, asset intelligence, and automation.