COOs could be forgiven for thinking Santa has forgotten them, but there is reason for cheer in 2017.
Any sell-side COO drawing up a Christmas wish list this year is probably doing so more in hope than expectation. Meanwhile, the list of problems currently challenging the operating models of banks and brokers is probably longer than all but the most optimistic of ‘Dear Santa’ letters.
But as we all take stock over the festive period, reviewing the events of the last 12 months and anticipating the challenges and opportunities of the new year, it is possible to identify reasons for good cheer. The solution to COOs’ many problems may not arrive in time to be unwrapped on Christmas morning, but it is definitely taking shape. Before considering what kind of present might be hiding at the bottom of Santa’s sack, let’s take a look at what the typical sell-side COO might be wishing for, based on recent trends and developments:
A reduction in political shocks – In the aftermath of the UK’s Brexit vote and the election of a non-politician in the US, political risk is firmly back on the agenda. On their own, uncertainty over the triggering of article 50 and the composition and direction of Donald Trump’s cabinet are enough to delay investment decisions. Moreover, as results continue to confound pollsters, the outcomes of French and German presidential elections in 2017 cannot be taken for granted. Firms must expect the unexpected.
An end to economic uncertainty – Entwined with political risk, macro-economic uncertainties predominated in 2016, as they have since the global financial crisis, and show no sign of relenting. There are always pockets of opportunity, but with most BRIC countries (minus India) facing varying deep-seated travails – whilst Europe, Japan and the US struggle to escape prolonged low growth the overall investment climate remains highly cautious. As such, any revenue growth by banks and brokers will be hard won, with budgets likely to remain tight.
Less regulatory change – Many in the finance sector may already feel that they’ve already experienced more regulatory change in the past five years than in the previous 20 or 30. But Basel III and OTC derivatives market reforms are far from complete, while the diverse requirements of MiFID II will demand further structural change from 2018 onward. With UBS’s CEO recently noting that the bank is touched by around 40,000 regulatory changes per year, the pace of reform impacting the sell-side is unlikely to slow for several years. Simultaneously, many banks and their clients are coming to terms with radical new tax reforms to achieve greater transparency. Change, as they say, is the only constant.
A slowdown in fintech competition – As banks face up to the uncertainties and changes listed above, they are also attempting to grasp the opportunities to improve customer service through technology innovation. At a time of limited budgets for discretionary projects, many COOs fear their operating models will not keep up with the pace of competition in an increasingly digital economy. From machine learning to cloud computing to blockchain, the opportunities for improved process efficiency and client value are significant, but banks are competing with one arm tied behind their backs.
Strong, profitable client relationships – Both banks and their clients have been looking closely at their relationships in recent years, prompted by harsh economic realities and the tightening screw of Basel III’s capital and leverage constraints. But in many cases, existing technology infrastructures – not to mention balkanised departmental reporting lines – thwart any accurate analysis of relationship profitability or client satisfaction. Any COO would look forward to 2017 more cheerfully if he or she could improve the bank’s ability to focus resources on profitable relationships and identify and resolve areas of process inefficiency.
Greater automation and transparency – In various ways – most strikingly in the new margin rules being introduced in the cleared and bilateral OTC derivatives markets – regulatory reforms and market infrastructure initiatives are putting the squeeze on sell-side back offices. Habitually ignored and under-resourced, back-office teams are now required to effect collateral movements, for example, or fix trade fails in much shorter settlement windows, as volumes and variety of transactions continue to rise. Neither carrying on at current levels of exceptions nor throwing more staff at the problem is acceptable in the longer term, but tight budgets restrict the scope for major process re-engineering.
This brief look at the prospects for timely Christmas presents might point to a bleak midwinter for many a COO. But prevailing conditions are also acting as a catalyst. In the face of so many sources of uncertainty, banks and brokers require a more flexible operating model that can pivot and respond as circumstances demand. Many forward-thinking COOs are already thinking outside the box, questioning the status quo. If it’s hard to identify the optimal location for your business, is it possible to make the business more mobile, spreading operations across jurisdictions but maintaining oversight? If legacy costs and systems are weighing on your bottom line, could a utility or even outsourcing model share the load? If digitisation looks a distant dream, how can internal resources work best with third-party developers? If your exceptions processing costs are out of control, can collaborative platforms provide back-office staff with the contacts, insights and resources to squeeze efficiencies from your processes without incurring the costs of a back-office infrastructure refit?
Some presents the COO is asking for are clearly too large to fit onto the sleigh. But there are some very appealing gifts that are easy for Santa to deliver – one of those is Taskize, which arrives December 5,
Taskize provides powerful Exceptions Management as a Service (XMaaS) in a first for the industry. It enables banks, brokers and buy-sides to reduce the costs of resolving back-office issues and queries. Moreover, the network implications of its wider use across the financial markets offer the prospect of transforming how business gets done in operations as best practice and benchmarking data is shared across multiple counterparties.
XMaaS might not be the only thing the COO wants for Xmas, but could prove a small but important step toward a collaborative and flexible operating model in a changing world.
Motivate Your Management Team
A management team, typically a group of people at the top level of management in an organization, is a team of people in the top level of managerial leadership of a business or an organization. It may consist of one person at the top level or more than one person at the top level. In this article, we are going to talk about what it takes to become a successful manager of a company and the different types of managers that can be found.
Team members will usually work in teams of two or three people. They will work together to accomplish a specific goal that the organization has set for them. These goals and the ways to reach them vary. Sometimes a management team will work in teams to achieve the same goal but in different ways. Sometimes they will work in teams to solve a particular problem.
When a team begins working, they will usually meet for the first time at their office building or another place where they will gather. They will be given a specific mission statement that they will be working towards. There will usually be meetings on a regular basis so that the team can discuss what they have done so far. If there is anything that needs to be worked out, this meeting will occur to ensure that all questions have been answered.
When it comes to meeting deadlines, there are often things that the team members will need to do in order to meet their deadline. They will have to come up with the proper solutions. Once they have done this, the next thing that needs to be done is to ensure that the other members of the team are aware of what the solution is.
Sometimes, the team members will meet at different times. This is very common for people who will have different duties and who are not always available at the same time. They can meet at random times but it is very rare for there to be meetings that occur during the night. Sometimes these meetings are held after lunch and sometimes they happen after dinner.
When the team members meet, they will need to be organized. They will need to take all of the necessary items and papers to the meeting and not leave any behind. The meeting will begin with a presentation that will be made by the team leaders that will describe what they have done so far.
After this presentation, the team members will then have to sit down with the other team members to discuss what they have discussed. This is often a very productive way to get everyone talking about what they have accomplished so far.
To be a good manager, you must be able to organize yourself and your team. This is also necessary in order for you to be able to motivate your team.
One of the ways that you can motivate your team members is by encouraging them to get things done that they want to do. By doing this, they will be able to get excited about what they are working on. The excitement that they will feel will motivate them to work even harder and to complete the task as soon as possible.
Another way that you can motivate your team members is to give them rewards. In this case, they will know that there is something for doing a great job. They will know that if they have good performance, there will be a reward for their hard work.
It is also important for you to provide support to your team members. by helping them find jobs and making sure that they are able to find employment. This will encourage them to be self-motivated and to perform better on their jobs.
When you provide support to your team members, they will feel valued and respected. This will allow them to feel as though they have an employer who is willing to put in a lot of effort in order to help them get what they want out of their jobs.
The Income Approach Vs Real Estate Valuation
The Income approach is only one of three main classifications of methodologies, commonly referred to as valuation approaches. It’s particularly popular in commercial real estate valuation and other business valuation. The key difference between the three methods is that the Income Approach relies on the idea of income as a measurement rather than an absolute number.
As with all three different types of valuation methods, the underlying assumption is that price is determined by cash flows. This means that in order to determine the value of a particular asset or business, there must be an exact amount of money spent. When an individual or firm makes a purchase, they will pay money for the product and they will make payments for the privilege of continuing to use that product over time. These payments are called “cash flows.”
Real estate appraisals are based on this simple concept. There are many realtors who work at the level of measuring the net worth of a home or building by considering the current mortgage and interest owed on that loan. The appraiser uses these numbers as the basis of his or her opinion about the fair market value of the property.
On the other hand, when the method you choose is the income approach, the appraiser focuses instead on the income earned by a person or entity. This can be based on both sales volume and earnings of each employee. A company may use the income approach to calculate the value of its inventory and accounts receivable based on the income earned by the company or group of employees.
The basic concept behind the approach is that cash flows should be considered as the basis for making decisions about what kind of business or service is right for a person or group. These cash flows include the income earned by employees, purchases made by the company, and the sales volume of goods or services produced by the company. The income model is often used to value homes, businesses, real estate, and other valuable assets. in order to determine their fair market value.
The primary difference between the realtors’ method of valuing the home and that of the income approach is that the former considers only one way that the value is going to change in value over time. While realtors look at the home’s market value to determine if they can sell it and the approach works out the value of the home by using the current sales price plus the future sales price plus some percentage of the gross value of the home, the income approach values the property only by the amount of money paid out over time. on monthly or annual payments. The difference in the two approaches is that the realtors use the gross value of the home as their basis and the approach uses the net cash payments.
Because of this difference in the valuing models, some people prefer the income approach over the realtors’ approach. Because realtors’ models involve an element of forecasting, they aren’t as helpful in determining the fair market value of a property, and they are not very useful in making long-term financial plans. On the other hand, the income approach can be very helpful in helping you decide if your home or business is worth buying.
While tax benefit of the income approach can also play a part in determining its value, it will not be nearly as large as the tax benefit of the realtors’ approach. In addition to providing tax benefits, the approach allows the person or organization to buy a home or business that is under-priced because it may increase their tax benefit. in the long run. Because this is not the primary reason that most realtors use the approach to value properties, it is not as well known as the realtors’ method, but it can be very useful for some people who don’t want to invest a large amount of time in planning their future, so they may want to consider it.
How To Create A Leadership Philosophy
A leadership philosophy describes an individual’s values, beliefs and principles that they use to guide a business or organization. Your leadership philosophy can be based on your personal traits and beliefs or it can be based on what you believe is best for the organization you work with. In order to improve your management style and leadership style, you need to understand your leadership philosophies. It can either help or hinder you.
Your personal philosophy, or personality, is largely influenced by your personal beliefs and character. It helps guide you and keeps you on track. If your personal philosophy supports the goals and mission of the organization, it will motivate you to pursue those goals. If it doesn’t, it can hinder you from achieving your goal. Your personal philosophy can be as varied as your own personality and beliefs.
A good leadership philosophy can be created through the development of personal values, goals and dreams. Through this process you will discover that some personal values are important and others aren’t. You can make the difference and decide which ones are more important than others. Once you have a firm foundation established, you can move on to finding a way to achieve your objectives.
Personal philosophies need to be examined in terms of their relevance to the organization’s mission. Your leadership philosophy needs to be based on whether the organization or the leader wants to help people or just help themselves. If it is the former, then your personal philosophy should focus on providing the resources needed to make it happen. If it is the latter, then your personal philosophy should focus on helping those who need it most.
Another part of your personal philosophy should look at the individual needs of the organization. If the organization is looking to help the underprivileged, your leadership philosophy should be focused on assisting them in getting a better education so they can get a better job and earn more money. This is a prime example of a personal philosophy that would not benefit the organization in any manner.
Leadership is a process, not a person. Leaders need to be willing to change and adapt in order to get the job done right. Leaders should always try to learn from the past mistakes and try to improve on the mistakes that they made. have made and this is not possible if a leadership philosophy doesn’t allow them to grow and change as individuals in the organization.
Your personal philosophy should be aligned with the values of the organization in which you are working with. You need to create a vision that your organization has. Your vision can be anything from the improvement of the organization to the success of the employees. Your vision can be a company motto, mission statement or a corporate image.
Leadership isn’t about being the leader of all or nothing. It is about bringing in the right people to make the organization the best it can be and growing it over time. There are a lot of people who are qualified to lead an organization but don’t get the opportunity because they don’t have the right leadership philosophy. The more qualified individuals you can hire, the higher your chances of success and the better results you will see.
The best leaders aren’t the ones who walk into the building and are the leader but are the one who goes out of their way to show the organization how they feel. They do something that no one else in the room is doing. They give their time and effort in order to make their organizational goals come true. They work hard and are willing to do the work, but not do it for others, they do it for themselves and they don’t let anyone else take advantage of them.
Creating a leadership philosophy can be a good idea to help you in building your leadership team. When you create a good leadership philosophy, it creates a level of respect and integrity within the organization.
Developing a personal philosophy can be very beneficial to an organization. It can be the thing that gives your organization a sense of self worth.
Motivate Your Management Team
A management team, typically a group of people at the top level of management in an organization, is a team...
The Income Approach Vs Real Estate Valuation
The Income approach is only one of three main classifications of methodologies, commonly referred to as valuation approaches. It’s particularly...
How To Create A Leadership Philosophy
A leadership philosophy describes an individual’s values, beliefs and principles that they use to guide a business or organization. Your...
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