This timely three-part podcast series offers technology, global markets and banking best practices for successful merger integration and outlines the ins and outs of merger integration. The podcasts dissect how and where organizations can improve their integration processes from a technology, global markets and banking perspective respectively, and serve to answer listeners’ primary questions about best practices for integrating organizations before, during and after a merger.
Julien Courbe Managing Director
The first podcast in the series, “What is Driving Merger Integration: A Technology Perspective,” showcases managing director of BearingPoint’s CIO Advisory Practice Julien Courbe. Julien’s insights span numerous best-of-breed recommendations, including the imperative need to enroll the business in all aspects of technology decisions during today’s lightning-speed mergers, where the two must work in aligned partnership to drive cost savings and efficiency.
Peter Horowitz Managing Director
The second podcast features BearingPoint senior vice president of Global Capital Markets Peter Horowitz. “What is Driving Merger Integration: A Global Markets Perspective” highlights the importance of aligning and maintaining company values and vision, and prioritizing client, product and service segmentation appropriately to move toward the future of the business.
Frank Mackris Managing Director
The final podcast in the series, “What is Driving Merger Integration: A Banking Perspective,” features Frank Mackris, vice president of BearingPoint’s Banking practice. Frank speaks to the increasing complexity of today’s mergers, and stresses the need for decision makers to seize opportunities to create new cultures, blend leadership and advance technologies to move forward with the best of everything from each organization.
To shed additional light on this timely topic, read the merger integration Q&A where the experts further elaborate on their ideas. What do you think drives merger and integration? Share your thoughts with us.
Now more than ever it is crucial for executives at all companies to scrutinize every aspect of the supply chain due to increasing costs and decreasing sales. This is especially vital for consumer goods companies, where the supply chain occupies that ever-tenuous connection between the flow of goods that companies hope consumers will never see, and the actual consumer merchandise in the store that they are shopping for and take to check-out.
But this is what makes you a great supply chain executive, right? You know how to perfectly balance the need to squeeze every dime available from the supply chain while still putting the right products on the shelves at the right volume to keep your guests satisfied. Or is “perfectly balance” too strong of a characterization?
Truth be told, the tools and techniques to report, analyze, and measure supply chain performance are changing drastically. What worked before this broad recession is no longer good enough today. Our goal with this podcast is to quickly introduce you to a new way of approaching supply chain optimization in the consumer goods industry – an approach we call calibration.
Listen to the first in a series of short podcast interviews we’re recording to give you more detail and actual takeaways that you can put to work immediately across your supply chain. Please share in the comments section your thoughts and reactions, and also any questions you’d like us to answer specifically on upcoming podcasts.
Matthew O’Mara Managing Director
Financial Services BearingPoint
The US economy is having a drastic effect on everyone particularly insurers. Economic events have created a more skeptical consumer who are looking for more economically sound companies. Insurers need to look at some key business drivers in 2009 in order to combat this growing customer cautiousness. Companies must now work within a new regulatory environment and changing customer demographics and globalization. In this podcast join Matthew O’Mara, Managing Director at BearingPoint as he explores these issues while offering insight into emerging IT spends and how firms can determine their short-term and long-term technology strategies. How have you seen the insurance industry change? Share your comments.
Sweeping Insurance Industry Change: Listen to the podcast
Join BearingPoint Senior Manager, Max Duprat, as he explores the second in a series of podcasts which addresses how leading life sciences organizations are adopting a customer centric approach to marketing. In the first podcast of this series, we talked about the integration strategies for HCP portals as they relate to customer centricity. Today, we’re talking about how to measure the success of your HCP Portal.
Reporting and analytics is an important part of the overall success of an HCP Portal launch because it allows you to measure your progress towards your portal’s goals and also to gain insights into your HCP users’ preferences. While measuring progress is important, the real reason why analytics is a critical component of making your HCP Portal a success is because of the learnings gained from these measurements.
Throughout this podcast you will learn how your analytics approach should provide you with new insights into your customers’ preferences and behaviors. You will also learn the importance of defining and incorporating your analytics requirements early in the development process of your HCP portal. Tune in to find out more.
Join BearingPoint Senior Manager, Max Duprat, as he explores the first in a series of podcasts which will address how leading life sciences organizations are adopting a customer centric approach to marketing through HEALTHCARE PROVIDER PORTALS, or HCPs. What we’re seeing is that many life sciences companies’ sales and marketing practices relating to customer interactions are losing their effectiveness, while the health care providers and consumers are continuously turning to the internet for medical information. So many life sciences companies are creating health care provider portals to address these challenges. And once the decision’s been made to develop an HCP portal, it begs the question “Should we develop the portal as a channel extension or as a stand alone brand?”
Throughout this podcast you will learn the key considerations and lessons learned when deciding whether to make the HCP Portal a channel extension or stand alone channel. We also explore how your decision will impact future operations of the portal. Through working with many life sciences companies, those who’ve adopted a customer-centric approach to marketing are finding they can establish themselves as trusted partners, enhance the customer experience and enrich brand loyalty. Tune in to learn the secret to their success and ways to bring these strategies into your own environment.
Join BearingPoint Managing Director, Julien Courbe, as he walks us through the latest edition of BearingPoint’s Financial Services Technology Journal on cost management for IT organizations. The fluctuations of financial services firms’ business volumes reflect the cyclical nature of the overall financial markets. These dynamics are often caused by specific crises or a slowdown in the economy. Professional IT managers know that controlling costs and aligning expenditures with overall business goals and spending are critical to organizational health. But it’s a classic case of “easier said than done.” With continuing overcast skies forecast for the global economy, every step you take to infuse your IT organization with fiscal agility now should be appreciated – at the bottom line and in every line of business.
The November 2008 issue of BearingPoint’s Financial Services Technology Journal offers effective, up-to-date thought leadership on IT cost planning. From the critical right-now technologies (e.g., service-oriented architecture, cloud computing) to practices that involve outsourcing and out-tasking (i.e., outsourcing simple tasks) to new paradigms in service models, executives and technology leaders should find this journal to be an invaluable resource in their efforts to improve their organizational operating leverage.
Join BearingPoint Managing Director Chris Estes and Manager Eileen Perrin in understanding the UDAP Legislation. In May 2008, the Federal Reserve, OTC and NCUA proposed a regulation under section 5(a) of the Federal Trade Commission Act, affectionately known as UDAP (Unfair and Deceptive Acts and Practices). The proposed regulation addresses overdraft processing and credit card activities.
This regulation will ultimately create pressure on financial institution profitability, resulting in lost fee and interest revenue and increased risk management challenges. UDAP will also require costly modifications to systems and processes throughout the account lifecycle. The financial impact on each institution depends on existing policies & practices. If a financial institution has not yet calculated the financial impact of this regulatory change on their income statement, BearingPoint has created a proprietary model to perform a high level calculation that is directionally accurate.
BearingPoint has created an organizational impact assessment tool to assists our clients in identifying the processes that impact them specifically. Organizations need to align their budgets and their resources to be prepared to support UDAP compliance efforts in 2009. Every institution should start investigating revenue enhancement opportunities and BearingPoint is here to ensure you’re fully equipped when this regulation becomes law.
Join BearingPoint Managing Director, Lowell Alcorn, as he explores the strategies needed to understand loss mitigation. In recent weeks we’ve seen all the turbulence within some huge financial services organizations, and many are wondering what lessons can be learned from this crisis. When speaking with Lowell Alcorn, he explained that the two most important take-aways from the crisis are the need to improve risk management and managing data through aggressive loss mitigation. Key executives need to understand their risks and be able to report those risks. Many organizations also need to tighten up their aggressiveness around loss mitigation. Each and every company out there should be able to fulfill those two requirements when conducting business.
For future success, key executives should outline clear incentives, process and partnership changes. These three elements will keep a disaster from happening again. For example, as loans are being put together, we need to ensure that securitization documents need to be reviewed and possibly rewritten; a great case for proper process changes. The investors who own the loans need to form a tighter relationship to outline some common incentives. This will define a clear partnership where incentives are agreed upon. These investors also need to have leeway. Right now it’s contractually based, but there needs to be more agreement to ensure a successful outcome.
By making the necessary changes outlined, it will provide the end customer with more flexibility and stability in the future. This flexibility might provide someone with the opportunity to stay in their home, or different options to make payments. This will also ensure that the end customer has provided a lot more documentation prior to being granted funds they’ve requested. This crisis has taught us that we need improved risk management and reporting both internally and externally to ensure that risk is managed appropriately and that everyone involved is up-to-speed on how and why the transaction transpired.
Join BearingPoint Managing Director, Brian Hart, as he explores the importance of an adequate risk and performance platform and how it can help companies deal with the credit crisis. Given the scope, depth, and length of this crisis, our clients are clearly being forced to re-examine how they conduct business. The issues that we see are the most prevalent are the need to access capital, how to fund a balance sheet, earnings, acquisitions and dispositions, government intervention, and most importantly- the speculation around change. When an organization deals with these issues on a day-to-day basis, like we see happening now, we know we’ve entered crisis mode. This has many companies wondering what went wrong and how can we better equip ourselves for the future?
The single most important thing that needs to be addressed is the realization of how much capital is being used at a given time. Most people don’t realize how much capital they’re using because of their lack of transparency, and when they finally realize it, it’s too late. To come out of this, we’re asking people to watch very closely how much capital they are spending and to cut any unnecessary costs. This can be done by acknowledging the need for better data management and risk capabilities. BearingPoint has addressed this with a seven point analytical strategy that can assist clients with understanding what changes they need to make. In the podcast, you will hear important points, such as how to manage data, estimate risk, change current business processes and how to implement an integrated risk and performance framework.
Clearly this crisis has exposed a number of weaknesses in risk management across the sector. Most organizations still have basic issues around risk and transparency. This podcast addresses key areas that are lacking in the risk management sector; such as understanding your risks, what risks are making you money and how effectively your trading machine is working? There are many changes that need to be made across the entire financial services sector, and the key points that are addressed in the podcast can help you itemize an action plan to take the appropriate measures to ensure future success.
Join BearingPoint Managing Director, Paul Ringmacher, as he discusses how BearingPoint recently helped a major North American bank replace a paper-based loan origination system for its small-business customers.
When completed, the project took small-business banking loan origination to a new level. An inefficient manual, paper-based system was transformed into an intelligent Web-based, front-end loan capture system used by bankers in the field. The project also features automatic interactions with back-office systems. In the first three months, the initiative became a field-tested success.
Today, it delivers straight-through processing, significantly decreasing front-end submission times, reducing decision times from up to six hours to less than 10 minutes—in most cases—and significantly lowering administrative overhead and application processing costs.