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 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, 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.
With many clients not fully understanding what it is and why it is needed, speed to market, as the term implies, refers to a company’s ability to develop and introduce products to the market quickly.
For a company to capture the potential offered by speed to market as a competitive capability, they must be aware of the new and updated products being offered in the marketplace. This means that you can not only respond to the demands, you need to anticipate them by continually developing and testing new products and services. A company’s ability to develop and offer new products quickly is the key to satisfying the needs and demands of the marketplace.
Speed to market can deliver improved competitive capability to a company if it is done correctly. Involving the right people, systems and processes to identify where, what and how to change is critical. Although it is not easy or necessarily fast to do, improving speed to market at a company can generate great benefits to its bottom line, market image and competitive abilities.
In this podcast BearingPoint Director Matthew O’Mara to explores speed to market and why it’s such a hot topic.
A podcast with Michele Trogni from UBS – Series 2 of 4
Our recent event, hosted by the Financial Times, focused on how we can cut costs and boost performance in this turbulent market. We turned to marketplace experts to give their input on ways to leverage new thinking on the latest strategies and technologies for reduction.
In this podcast, the second of 4 from our FT event, we have for you Michele Trogni, Global Head of Operations for the UBS Investment Bank, as she discusses what gets her most excited about the latest strategies and technologies for reducing operational costs. She talks about the importance of operational efficiency and how you can integrate this idea into providing excellent service delivery.
(Financial Times 2008 – Michele Trogni, Managing Director and Global Head of Operations for the UBS Invenstment Bank)
About Michele Michele is a Managing Director and Global Head of Operations for the UBS Investment Bank. She was appointed Global Head of Operations in January 2006 and has been with UBS Investment Bank & its predecessor for 20 years. Prior to her current role, Michele was Global Head of ESSOC IT and held various IT positions based in both Stamford and Chicago over the past 8 years. Michele started her career in London performing FIRC BUC roles in FCD, Operations Client Service positions and then working for the Derivatives & FI business in an IT liaison capacity.
Join BearingPoint senior manager Larry Taylor as he explores the importance of managing reputational risk. Reputational risk measures the change in perception of a company. A prime example is the recent credit crisis. Even companies that were not directly affected by it, but had “credit” in their business description, were quickly identified as a threat. Many vendors stopped their association with them and clients ran to competitors for guidance. Now more than ever, it’s extremely important to safeguard a company’s reputation. The reputation is currently serving as the sole source of economic value of a firm.
In a situation where the reputation being portrayed is incorrect, a company must have the ability to quickly respond to such criticism, prior to any real damage being done. The key to preventing such a travesty is to understand the sources of your risk and determine what the potential impacts would be. There are also many ways to determine how a company is currently perceived, such as its stock price, customer acquisition and customer patterns. These are clear indications of your favorability and a clear indicator if changes need to be made.
Key executives need to know how their company is being displayed in the marketplace and how they are being evaluated through a stakeholder prism. Many times, a company is not aware of its perception in the marketplace until it’s too late. With all the new technology available, it’s easier than ever to monitor your company’s reputation. It’s the responsibility of the executives to have a clear message relayed to their employees so that everyone assembles under one culture. It is only then that people will band together to ensure the company’s perception remains positive and “outs” anyone who strays from what has been clearly outlined as the company’s standards.