When designing and implementing AI solutions, organizations face important questions around the type of AI to choose and which platform to use. What most quickly discover is that no single technology solution can handle it all. How can organizations navigate the fast-changing landscape without missing today’s opportunities? And, how can they enable rapid innovation by empowering their AI community through self-service tools and resources?
Although the term sounds sinister, shadow banking is not quite so ominous. Shadow banking involves activities conducted by entities that are not banks but rather perform bank-like functions, such as lending or trading financial instruments. Realizing the extent and scale of shadow banking and its potential impact on the traditional banking system, Securities Finance Transactions Regulation (SFTR) was introduced, which is set to go into effect in a phased approach starting in Q2 2019.
Past regulatory regimes highlight that a failure to implement the appropriate processes and controls at a regulation’s inception leads to higher costs, with some banks spending between $10 million and $25 million. These costs take the form of large regulatory fines or major remediation programs that are required to address undetected issues by the inferior initial process. In this article, Shashi Prabhu and Marcus Cambray outline the importance of a tighter process and control framework for MiFID II external reporting, including critical factors for success.
With MiFID II transaction reporting set to disrupt legacy systems and existing processes, Manu Garg highlights six scenarios that will affect reconciliation.
Nicolas Papadakos highlights the crucial role of a target information model (TIM), serving as not only a data management and storage foundational guideline, but also the underlying communication and collaboration structure of the entire organization.
The value of data is well understood across all industries, but today’s financial services firms are focusing more energy and resources on unlocking its potential than ever before. Based on their own experiences, Maria Hammargren, Prateek Kulshreshtha and Cian O Braonain provide a three-step approach organizations can use to monetize their information assets.
David Donovan examines the shift toward fact-based data models within the asset management industry as firms look to gain an edge on their competitors and respond to mounting margin pressure.
Asset managers are prioritizing the digitization of core services such as risk management and trading execution. However, additional transformation of customer engagement is lagging, especially in contrast to consumer brands.
For most, partnering with a single cloud provider will fall short in mitigating risk, optimally supporting diverse systems and data, and addressing regulatory requirements. In this article, Abhishek Bhattacharya and Sean O’Donnell discuss how success ultimately hinges on how an organization crafts—and operationalizes—a multi-cloud strategy around its unique needs.