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Digitalisation is having a profound effect on the way we communicate, commute and consume services, including banking services. In today’s digital world, the question for a bank is not whether to create a digital solution and service offering, which clients expect. Instead, the issue is how to leverage digital channels and capabilities to transform and enrich the client experience, provide new perspectives into treasury challenges and opportunities, and take a multi-faceted approach to exploring potential solutions. This is at the heart of our strategy at DBS, and the inspiration behind the development of our innovative dynamic digital solutioning and advisory platform,
DBS Treasury Prism.
KYC: It’s time to put all your data in one place
During the latest meeting of AFP’s Treasury Advisory Group (TAG), Austin O’Brion, co-founder of identity verification technology firm Token of Trust, discussed the risks banks are taking by collecting mass amounts of personal data from companies to comply with know-your-customer (KYC) regulations
Competing in a world of digital ecosystems
New players and blurring sector borders are starting to influence the competitive outlook in a wide range of industries. Here’s a close-in look at changes afoot in automobiles and banking. Four emerging technology clusters will define how automotive manufacturers, suppliers, and digital attackers compete and cooperate for growth. In banking, enlarged platform spaces will offer customers access to a wide range of products and services through a single gateway. In both industries, established players will need to rethink strategy, either by joining existing ecosystems or forging their own.
Competing in a world of sectors without borders
Digitization is causing a radical reordering of traditional industry boundaries. What will it take to play offense and defense in tomorrow’s ecosystems? Rakuten Ichiba is Japan’s single largest online retail marketplace. It also provides loyalty points and e-money usable at hundreds of thousands of stores, virtual and real. It issues credit cards to tens of millions of members. It offers financial products and services that range from mortgages to securities brokerage. And the company runs one of Japan’s largest online travel portals—plus an instant-messaging app, Viber, which has some 800 million users worldwide. Retailer? Financial company? Rakuten Ichiba is all that and more—just as Amazon and China’s Tencent are tough to categorize as the former engages in e-commerce, cloud-computing, logistics, and consumer electronics, while the latter provides services ranging from social media to gaming to finance and beyond.
Five key risks for firms in 2018
Forward-thinking firms will pay attention to these critical risk areas in the coming year. Strong, well-resourced, business-specific risk and control infrastructures have always been a required core competency for financial services firms, but 2018 is set to test the resilience and strategic approach of all firms with the added challenge of greater personal accountability for senior individuals. While the detailed risks run by firms are, by their nature, firm-specific and unique, there are a series of high-level risks applicable to all financial services firms irrespective of geography or sector.
Data as jet fuel: An interview with Boeing’s CIO
It isn’t always comfortable, but data analytics is helping Boeing reach new heights. Boeing CIO Ted Colbert is something of an evangelist for the power of data analytics. He recently spoke with McKinsey’s Aamer Baig about how he has been spreading the word within Boeing, and why even companies overflowing with analytical talent sometimes have to work hard to reap its full reward
McKinsey Quarterly FIVE FIFTY
A quick briefing in five – or a fifty-minute deeper dive. In this Edition: This Year’s Model Established business models are under attack. How can companies innovate new ones?
What can we expect in China in 2018
The nation could be shaped by geopolitics, momentum from robust economic growth, and a host of new leaders eager to implement new policy. With so many new leaders put in position over the last six months by President Xi, an overall leader secure in his position and clear on his objectives, 2018 is likely to see much more activity to implement policies, economic and social, that move China in the direction that Xi wants. We may need to worry more about overenthusiastic implementation of policy than the inaction we have often seen in 2017.
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