Take a look at the inner workings of any modern enterprise, and there’s a good chance you’ll find IT silos - islands of departmental data only loosely connected across the organisation. Such isolation presents a potential regulatory risk and undermines the rich productivity gains that digitisation should be driving across commerce, and yet these silos are becoming ever more commonplace.

Whereas ten years ago the primary cause for disjointed IT was the existence of outdated legacy systems within operations, now it is the advent of hosted independently-sourced solutions that is driving compartmentalisation across the IT landscape. With some options coming out of operational, rather than capital, expenditure, departmental heads have empowered themselves to take the matter of updating their processes and software into their own hands.

This empowerment has bred productivity gains, as departments have acquired best-of-breed functionality from systems to support their specific needs. Front and back office operations - from finance and business development to HR, logistics and marketing - have been invigorated by the introduction of solutions specifically implemented to fill operational gaps; address deficiencies and bottlenecks; and allow functionality which had been on managers’ wish-lists for a decade.

Unfortunately, these upgrades have often been made without consideration for the rest of the organisation. This narrow-minded piecemeal approach will return to haunt organisations across most sectors in the years to come, if the issue is not addressed on a company-wide basis.

The dangers represented by such silos are already becoming apparent within many firms: Reliability of data, in particular, is becoming ever more important for both regulatory and operational reasons. But if customer information is stored separately by each department that needs it, the numerous versions which a company possesses can gradually digress. In the case of a financial services organisation, for example, a loan approval department may end up holding a different set of data on a client than the online banking platform. The eventual outcome could range from frustrating or embarrassing the customer, to incurring bad debt and regulatory sanction.

At the very least, such a situation is highly inefficient from a business perspective, and an obstacle to good customer service. There are also cost implications in time and money: Time, because it is harder for employees who require data to access it; and money because the charges for storing and processing data are not inconsiderable, particularly given increasing regulatory and security requirements.

Therefore, as digital transformation is helping businesses to address individual operational problems, the time has come to reassess the approach and ensure that the entire information ecosystem is supporting the greater demands of internal and external customers.

Executive leadership must acknowledge that digitisation alone will not enhance information flow, innovation and productivity, unless there is a clear enterprise strategy to ensure information is made available and can be freely interchanged. Without this, content fragmentation is likely to accelerate, creating further challenges to aggregating, connecting and managing the flow of digital content.

There are inherent challenges for businesses looking to safeguard the efficient and secure access to enterprise-wide information, while retaining the benefits of a distributed approach to technology. One approach that is working well for an insurance client currently in a process of change and growth, is to encourage departments to first seek a solution to any IT need they have from one of a ‘family’ of trusted providers.

In this scenario, it is crucial to work with partners who are committed to ensuring the best for your company: whereas some IT providers will be inclined to make a sale of their own software at all costs, others will be happy to recommend a ‘friend’ from the trusted business family, where they feel that their rival can provide a more suitable product.

At the same time, this ’friends and family’ approach encourages supplier firms to work together on inter-operability and connectivity issues, and to adapt their own products, where necessary, to ensure a solution that is both bespoke and easily integrated into a wider corporate system. With such an approach, all the core systems can be hosted under a single roof - our client works with five core suppliers - and the momentum is towards further integration, not divergence, as each new applications is added.

However, even with such practices, institutions of any size can end up running hundreds of applications. It is essential to link those data repositories and ensure that they are accessible to all potential users, with as much ease as possible. This can be accomplished with an enterprise information hub: a unified information platform, which facilitates an end-to-end view of the organisation’s entire ecosystem.

Such a hub is a valuable tool for management and a driver of innovation, as it is used to speed feedback times and analyse data on whole-company performance. It is also invaluable when it comes to increasing efficiency and diligence at the ‘coal face’, by allowing all documents to be viewed on a single platform or device.

As digitisation drives further changes in years to come - some not yet conceived or planned for, the ability to integrate new systems and view operations holistically will be crucial, if organisations are to fully realise potential gains and remain efficient.

Website: www.hyland.com

Is globalised trade in reverse? Is protectionism on the rise with the potential of a spreading trade war? These are questions at the top of many business leaders’ minds. The answer to both these questions is yes, and business models are going to have to change as a result. Dr Joe Zammit-Lucia, co-author of ‘Backlash: Saving Globalisation from Itself’, explains for Finance Monthly.

WTO figures already show a significant slowdown in the growth of international trade as a percentage of GDP. We are still only at the early stages, but a trade war and a stalling of globalized trade is almost inevitable.

This first part of the 21^st century has seen many shifts from the post-war global world order that we had all become used to and on which the trans-national business model has been built. These changes are significant, encompassing political, cultural and economic shifts that have upended old assumptions.

To cite but a few examples, global governance structures (WTO, IMF, World Bank, etc) were previously seen as fair arbiters of the global order. Now their governance structures are seen by developing countries as dominated by the West and by the developed world as no longer serving their interests.

‘World trade produces net benefits for all’ was the 20^th century mantra. Now it is clear that such benefits are very unevenly distributed with consequent economic, social and political implications. The free movement of global capital was seen as a vital fuel for growth and development. Now it is seen as potentially destabilizing, a system for hiding large amounts of illicit money, and a facilitator of tax arbitrage.

Low labour costs were seen as the competitive advantage of developing countries. Now they are seen as the basis of ‘unfair competition.’ Persistent trade imbalances were dismissed. Now we understand their corrosive effects on deficit countries.

In an information driven world, privacy and national security issues affect trade – from the manufacturing of routers to the security of data platforms, to building self-driving cars. For instance, Qi Lu of the Chinese tech company Baidu explains: “The days of building a vehicle in one place and it runs everywhere are over. Because a vehicle that can move by itself by definition it is a weapon.

But maybe most important is the major geopolitical shift. The post-war world order was characterized by Western dominance and overseen by the hegemonic power of the US. Now we have three more or less equally potent trading blocs – the US, China and its sphere of influence, and the European Union. Economists have known for decades that in such a structure, competition between blocs was much more likely than co-operation.

Trans-national business has played a role in these changes. A meaningful proportion of the US trade deficit comes not from ‘Chinese goods’ but from American goods that are being manufactured in China (the computer I am writing this on, for example). Businesses have long engaged in arbitrage between countries in investment, jobs and taxes, nurturing, over time, what has turned out to be a political time-bomb.

Neither can business leaders be blamed for such behaviour. They were doing their job: optimizing their business models. But times have changed. The rules of world trade need overhaul. And business models will have to change with them.

Some business leaders are already taking action. “The days of outsourcing are declining. Chasing the lowest labor costs is yesterday’s model” says Jeff Immelt of GE. “Now we have a strategy of localization and regionalization” states Inge Thulin of 3M.

It is also worth bearing in mind that the trade agreements that we have all become used to were developed in a world of trading largely in goods. They are poorly suited to trade in services, digital commerce and large financial flows.

It is tempting to dismiss talk of trade wars as a Trump phenomenon. Much bombast, little meaningful action, and something that will soon pass. That would be to misunderstand the slow but sure tectonic shifts – political, cultural and economic – that are happening.

How individual businesses react, or, preferably, pre-empt these shifts will determine their future performance. And they will determine whether the political consequences of their actions will, over time, smooth things out or make them worse.

In a report published titled "The Future Of Banking: Islamic Finance Needs Standardization And FinTech To Boost Growth," S&P Global Ratings says it believes the global Islamic finance industry will expand slowly in 2018 and 2019.

We think standardization and financial technology (fintech) could help accelerate the industry's growth in the short to medium term. In particular, standard Sharia interpretation and legal documentation could simplify sukuk issuance, while making room for innovation. Fintech, on the other hand, could stimulate growth by making transactions quicker and easier.

However, fintech could also disrupt the market. "In the medium term, we envisage some disruption in the payment services sector, an increase in the number of people using financial services, as well as greater use of regulatory technology for Sharia compliance, and blockchain to support transaction traceability and identity protection," said S&P Global Head of Islamic Finance, Dr. Mohamed Damak.

"We expect the Islamic finance industry will grow by only about 5% on average over the next two years, owing to tepid economic conditions in certain core markets," added Dr. Damak.

We foresee only a marginal influence of fintech on our Islamic bank ratings over that period. We consider that Islamic banks will be able to adapt to their changing operating environment through a combination of collaboration with fintech companies and cost-reduction measures. We also believe that regulators across the wider Islamic finance landscape will continue to protect the financial stability of their banking systems.

(Source: S&P Global)

The ongoing TSB IT meltdown has been strong evidence of the risks and challenges financial institutions face daily. It has caused mass uproar from customers and severely tarnished the bank’s overall reputation.

TSB started a long-planned move of 1.3 billion customer records from its former parent company, Lloyds Banking Group, to Proteo4, a platform built by TSB’s Spanish owner, Banco Sabadell. The change-over, which started on Friday 20 April, was supposed to be completed over the weekend by 18:00 on Sunday. But on Monday morning millions of customers were unable to use online or mobile banking or had been given access to other people’s accounts.

Error messages and glitches meant paydays and company salaries were turned upside down across the UK. This has understandably caused a chain of problems across many sectors. TSB’s overall response has not been appreciated by the public and its customer service methods have been hugely questioned.

Below Finance Monthly lists some of Your Thoughts on TSB’s IT failure and its customer service approach.

Mark Hipperson, CTO, Centtrip:

Looking more closely at what happened and how the events evolved, it appears that some key IT best practices might have been omitted, such as:

1. Production system access: it appears developers had access and were making live fixes to production. This is a big no-no in software development even in an ultra-agile DevOps environment.
2. Rollback plan: when it all went wrong, it appeared there was no contingency plan or option to revert back.
3. Incremental proving: it would have been more appropriate to first validate each change to ensure it was successful before moving to the next.
4. Testing: It is pivotal to confirm all changes have been implemented successfully and work well. There are many different types of testing: user, operational, data migration, technical, unit and functional, which would have helped identify any issues before customers did.
5. Early Live Support: it is crucial to make sure sufficient highly skilled staff are available immediately after the release in case things still go wrong.

And last but not least is proof of concepts (PoCs), which would have revealed any tech and planning errors. TSB should have run PoCs on test accounts, or even staff accounts, before the full release.

Alastair Graham, spokesperson, PIF:

Small business customers have reached a nadir in their relationship with traditional banking partners. Branch closures and the move of services online have meant that few now receive any active guidance or support from their bank in helping to grow their business.

At the same time, many feel that even basic banking services aren’t meeting their expectations. Even without issues such as the recent TSB banking crisis, businesses would like improvements to be made.Whether that is quicker account opening processes, simple lending or transparent and fair charges, the demand for alternatives is growing.

Tech innovations, combined with legislative changes such as Open Banking, mean that more products and services are being launched, designed specifically to meet the needs of small business customers. SMEs have already shown they will trust other providers when their banks fail to provide adequate services. This has been particularly evident where prepaid platforms offer more versatility, while still being a safe, secure and flexible method to transfer money.

Yaron Morgenstern, CEO, Glassbox Digital:

In today’s digital age, customer experience is more important than ever. This banking app drama has revealed how important it is to measure your consumer’s experience with complete visibility of any problems. This should really be an ongoing effort, and not just when you plan large scale back office migration. There are three fundamental tenets to an effective customer experience: observation of the customer journey via touchpoints, reshaping customer interactions, and rewiring the company’s services to align with customer expectations.

It is only through advanced digital analytics and AI technology that organisations can understand what is going through their customers’ minds. These are powerful tools for mapping out customers’ digital journeys from the moment they visit a website. This all goes to the heart of improving conversion in the digital customer journey.

Fabian Libeau, EMEA VP. RiskIQ:

The fact that TSB’s IT meltdown dragged on for such a long time, meant that customers were locked out of their accounts for extended periods. It also made them vulnerable to digital fraud in the form of phishing. TSB itself has warned more than five million customers that fraudsters have been attempting to take advantage of its IT breakdown to trick people into handing over information that could enable them to steal their money. Criminals exploiting brands to defraud stakeholders in this way is nothing new, and we know that financial institutions are a much-loved target for hackers, given the highly-sensitive and valuable information they’ve been entrusted with – it is therefore no wonder that cybercriminals are queuing up for an opportunity to impersonate the bank online.

Andy Barratt, UK Managing Director, Coalfire:

In the grand scheme of things, the TSB incident is perhaps not as significant an event as a nation-state hack like last year's WannaCry. But it has still left many, including the ICO, concerned that a major 'data breach' occurred just weeks away from the implementation of the EU’s General Data Protection Regulation.

The power to hand out major fines that GDPR affords the regulator means that the price of poor data protection is about to become far easier to quantify. When the regulation comes into force at the end of the month, a breach like TSB’s would certainly require a Data Protection Impact Assessment and measures put in place to ensure a similar incident doesn’t happen in the future. At the very least, TSB will have put themselves on the ICO’s radar as ‘one to watch’ when GDPR comes into effect.

While the share price of Banco Sabadell, TSB's Spanish parent, wasn’t overly affected by the incident, there could still be a significant financial consequence for the bank. We now know that a large number of customers are affected so the cost of rolling back any mistaken transactions as well as offering support, and potentially refunds, is likely to eat up a lot of operational resource. This event should be a reminder that data protection and the safeguarding of personal information has to be to priority for financial institutions.

Andy Barr, Founder, www.10Yetis.co.uk:

The best thing you can say about the TSB approach to public relations throughout its issues is that it is going to become the modern benchmark for university lecturers on how not to approach crisis communications.

From the very outset, TSB has failed in its approach to handling this ongoing crisis. Its messages have been wrong, even from its highest-level member of staff, the CEO. He has repeatedly issued statements that have been incorrect and that he has had to retract and apologise for.

TSB’s brand reputation is now circling the plughole and its Spanish owners could very well be forced down the route of a re-brand in the mid to longer term in order to try and recover their reputation. I fully expect a classic crisis communications recovery plan 101 to be rolled out, once this all dies down. Step one; apologise (usually full page ads), step two; announce an independent investigation, step three; a member of the C-Suite gets the Spanish Archer (El-bow), and then step four; another apology before trying to move on.

Whatever the final outcome, this has been a public relations disaster for TSB and they are very lucky that at the time that it happened there was so much other “hard news” going on such as Brexit, rail company re-nationalisation and, of course, Big Don, over the pond, constantly feeding the 24-hour news agenda.

Danny Bluestone, Founder & CEO, Cyber-Duck:

The TSB fiasco shows that many organisations vastly underestimate data migrations. Moving data on such a scale from an incumbent system to a different one is an inherently complex task. There are several steps to follow for a successful migration.

First and foremost, it begins with a considered strategy for structural changes that ensures no legacy data is made unusable and new functionality is accounted for. Banks like Monzo test new features within alpha and beta modes, so new pieces of functionality are tried and tested before a mass general public release. TSB would have been wise to utilise test scripts and automated testing to auto-test thousands of permutations from login to usage of the system. Relevant applications that monitor errors could have then detected issues early on.

TSB could have also used a run-book for deployment so all steps of deployment are documented. When an error was detected, TSB could have rolled back without data loss. Problems could also have arisen if TSB failed to use a testing environment that was identical to the production environment. As if there is even a slight difference, the user experience can break.

With regards to the application hosting, TSB should have an active engineering team monitoring performance 24/7. In our experience at Cyber-Duck – from working with numerous institutions including redesigning the Bank of England’s digital website – there really is no excuse for users to suffer. Complex data migrations can be dealt with in a secure and efficient manner if best practice methodology is followed.

Adam Alton, Senior Developer, Potato:

Software is difficult; Microsoft still hasn't finished Windows. Trying to write a new piece of software or create a new system, and then migrate everything over to it in one go is likely to go badly. The chances of it working are incredibly slim. Instead, a migration in several parts would be better. Release small, release often. When Mark Zuckerberg said "move fast and break things", you could interpret that as "you're going to break things, so do frequent and small releases in order that you break as little as possible before you get a chance to fix it". The problems with TSB's migration appear to be multiple and disparate; error messages, slowness and capacity problems, users shown the wrong data. It seems unlikely that these stem from a single cause or single bug, so it would seem that they tried to do too much at once.

Coerced optimism: when under pressure to get something to work, it's easy for a team of developers to wishfully believe that something is finished and working because they can't see any problems, even though their experience tells them that the complexity of the system and the rushed job they've done means that it's extremely unlikely to be free of issues. I wouldn't be surprised if IT workers at TSB fell into this trap, leading to the premature announcements that the problems were resolved.

Denying that you have a problem is always a bad idea. Amazon Web Services (AWS) provide a detailed status dashboard giving a continuous and transparent view of any issues on their systems. They don't deny that they occasionally hit problems but instead have a process in place for actively updating their customers with as much information as possible. This transparency and openness clearly win them a huge amount of customer trust.

Senthil Ravindran, EVP & Global Head, xLabs, Virtusa:

Fortunately for all involved, it seems as if the worst of TSB’s IT debacle is now behind it. But its botched migration led to more than 40,000 customer complaints in what was arguably the most high-profile banking error we’ve seen this year. Worse still, the technology itself isn’t to blame here – both previous owner Lloyd’s and the Proteo4UK system used by new owner Banco Sabadell have a good record in handling data. Instead, the responsibility here rests solely with TSB.

It mostly boils down to a lack of proper preparation on TSB’s part. Banks carry out small data migrations regularly, but a large-scale migration such as this typically calls for months of preparation. Actually moving the data isn’t the tricky bit; drawing the data from the siloes it’s stored in across the business and knowing how it’ll fit within the target system is the real challenge. This is why banks are increasingly looking to ‘sandbox’ the testing process; creating a synthetic environment with the data they hold to gauge how it’s likely to fit within a new system of record. Granted, this approach to testing doesn’t happen overnight, but when applied properly, it reassures banks that the actual migration will run smoothly.

This method would likely have spared TSB the disaster it has faced. Yet in reality, we’ll likely see similar high-profile stories appear over the coming months thanks to the combined pressures of GDPR and open banking. The former is forcing banks to bolster their data handling practices in order to avoid hefty financial penalties, while the latter is forcing banks to expose their data to all manner of third parties. Both initiatives are incredibly difficult for banks reliant on decades-old legacy IT systems to manage (indeed, it’s likely that the GDPR deadline this month may have added pressure on TSB to rush the migration through), and as the reality of this new banking environment begins to set in, expect to see other examples along the same lines as TSB’s.

We would also love to hear more of Your Thoughts on this, so feel free to comment below and tell us what you think!

Over the past several weeks, insolvency and companies facing severe cash flow issues have hit the headlines. Carillion announced their liquidation in early 2018, becoming the largest insolvency procedure of the year. Quickly following suit, Toys R Us and Maplin announced their failure to negotiate payments with creditors, and both retail companies have now entered the administration process. Only several weeks later, New Look, announced plans to close 60 stores as part of their CVA, with agreements in place with their creditors. Similarly, Grainger Games closed all 67 of their stores abruptly, as multiple investors pulled their credit offerings.

The recent headlines have only highlighted the necessity of carefully analysing your cash flow, and that of your clients. While it’s not always clear if a client is failing, there are several signs indicating a company’s financial health. The warning signs act as evidence of potential trouble. Business Rescue Expert, leading insolvency practitioners in the UK, are sharing the indicators your clients may be in financial distress.

1. Poor communication

Poor communication is a significant indication of financial distress. Should your clients no longer return calls or answer emails, it is a strong indication that something is not right. If you happened to enjoy an amicable business relationship, yet cannot get in touch with management regarding invoices - you should look into formal proceedings.

Alternatively, look to see how the company corresponds when you do get hold of senior management. If their tone is more formal than previous, it could signify they are undertaking legal proceedings and, possibly, looking for alleged breaches of contract.

2. Disputing invoices

Further to the above point, your clients may attempt to avoid payment by raising invoice disputes. These disputes could relate to issues with performance, stock etc. and could be an attempt to shed unprofitable contracts to save payments. Again, the tone of their correspondence could suggest something is wrong with your clients, and they could be preparing a trail of evidence. Disputing their invoices also provides the company with a little breathing time, so you should be wary of clients disputing invoices where there doesn’t appear to be clear issues.

3. Loss of reputation

Reputation is critical to the success of business. A fall in reputation - especially when it comes to payment - should set off several alarms. If you hear the company is losing trust with other clients, it’s time to sit down and get to the root cause of their issues. A huge loss in reputation can often prove irreversible, as it takes time and investment to gain back consumers trust.

Toys R Us is a prime example of a company losing reputation. Initially, Toys R Us entered a CVA, but failed to pay the debts owed at the time agreed. Subsequently, the damage of their reputation with creditors led to them entering administration.

4. Relaunch and rebranding

You should always be wary of companies rebranding every so often, under similar names. Alarm bells should ring as to why they have had to sell and rebrand previously. Is the rebrand just plastering over the initial cracks of the cash flow issues? Likewise, if a company relaunches yet offers the same trade to their consumers, without any extra income, it’s more than likely they will continue to face the same problems. In the worst case, your company could suffer a loss of reputation due to the association.

5. Low staff morale

Staff mean the difference between success and failure, and companies should always take care of their workforce. A company who doesn’t and boasts a massive turn around is instant trouble, and a huge indicator of potential cash flow issues. More often than not, staff will get a feel for cash flow issues before creditors - particularly those within the sale team. If there happens to be a feel of unease, or a high number of resignations, you can expect cash flow issues are at the heart.

6. Senior staff resignations

A sharp indicator of what is to come is senior staff resignations. If directors are leaving the sinking ship, you need to ask why. Likewise, if directors are under investigation, something is very wrong with the company. If those in charge of the company’s finances have resigned, it may be as this is their only option. We urge you to take note of these departures and, if it continues, seek immediate advice.

7. Clients refusing to trade with the company

If you have spotted any of these signs with your clients, you must speak to professionals immediately to discuss your options. We suggest attempting to communicate with your client to establish the cause and, perhaps, set out a payment plan. You can also track their company progress or obtain accounts through Companies House.

Fraud is an intricate practice. The methods of criminals creative and meticulous, and the cost to companies and consumers staggering. In the UK, the fraud economy is thriving. It’s a growth industry. And it’s showing no signs of slowing down.

Last year, the Annual Fraud Indicator report revealed the total cost of losses to the UK economy to be a colossal £190 billion. To put that huge number into context: it represents more than the government’s combined spend on health and defence.

The best way to describe the current fraud problem: pervasive. A recent survey by professional services firm PricewaterhouseCoopers (PwC) highlighted that half of UK companies had fallen victim to fraud or economic crime in the past two years. Today, businesses are finding themselves fighting a surge of sophisticated attacks.

At the centre of fraud is technology. As technology advances, new forms of fraud emerge, and more robust security solutions are developed. It’s a double-edged sword. But businesses need to be aware of trends and predictions that will allow them to offer the best possible protection to their customers.

In the financial services sector, the struggle has been striking a balance between innovation and protection. So far, it’s something that many in the sector have failed to get right. A large part of this is due to increasing market and consumer pressures. In an age of hyper-globalisation, with industries undergoing rapid digital transformation, financial institutions are facing demands to increase the pace of delivery and provide an omnichannel experience.

Due to the rise of digital commerce and the proliferation of multiple-channels and payment types, there are more data transactions taking place than ever before. While this is a big benefit to businesses, it brings with it greater risk. An omnichannel environment creates a number of challenges when it comes to fraud management. The sheer number of avenues exposed at any one time can stretch security thin. For fraudsters, this makes it ripe for exploitation.

Yet, many institutions still rely upon disparate services and products that act in isolation of one another. This piecemeal approach is a hindrance. It makes it much more difficult to recognise certain types of fraud and leads to delays in decision-making.

The truth is that most legacy security systems and anti-fraud measures simply aren’t able to keep up with modern fraud attacks. They’re too wide in scope, complex in execution and high in velocity. So, the sector is now turning to technology in a bid to strengthen its efforts to fight fraud.

Automation has been the most widely adopted, so far. It’s able to reduce the burden on finance professionals, particularly when it comes to back-office processes, such as transaction and application processing, and audit compliance. It’s also a viable solution for assessing risk and limiting exposure to fraud. As a result, institutions are introducing everything from machine-learning platforms to robotic process automation (RPA), network analysis and artificial intelligence (AI).

The common theme among automation technologies is that they use algorithms to spot suspicious activity, detect patterns and predict outcomes in large data pools. Some of the more advanced platforms are even capable of assessing the anatomy of a fraudulent transaction. These solutions can draw inferences based on the information available, raise questions where the data is incomplete and produce audit trails (vital in such a heavily regulated industry).

But while we’ve seen a greater uptake of automation technology within financial services, questions remain. The sector has a history of being risk-adverse and sceptical of new technologies. And industry experts have queried whether institutions are using technology on the same scale to prevent fraud as fraudsters are to perpetrate it.

One of the biggest concerns to businesses, especially banks, has been the up-front cost of investing in these technologies – as well as how fast they can be implemented and how well they integrate with the existing infrastructure.

It’s fair to say that it’s a large-scale change for such a traditional industry. But to hesitate to modernise anti-fraud measures – and to defer investment in technology that’s designed to combat this problem – based on whether or not it complements the current system is short-sighted. When it comes to fighting fraud, the financial services sector must analyse the impact of technology trends and invest accordingly.

The default position from those within the sector should be: Sooner or later, we will succumb to a fraud attack. And businesses need solutions that are intelligent, efficient and provide actionable insights.

Fighting fraud across the omnichannel is a difficult task. In the digital era, automation technology is vital. If the financial services sector is to lessen its exposure to fraudulent practices, and provide greater protection to its customers, then it must think strategically. At present, the sector finds itself locked in a technological arms race with fraudsters. Institutions need fast-acting, agile solutions – not quick fixes or outdated legacy security systems. It needs to invest in, and place its trust in, technology.

By increasing its reliance on automation, the sector will be better positioned to keep pace with and protect against the frenetic nature of modern fraud attacks.

Robert Hoff founded Mountain State Financial Group in March 2015 after 15 years of experience in banking, investment, and finance. It was during this time that he saw the many opportunities for improvement in the finance industry, particularly for home mortgages. Thus, he decided to tackle these issues head on by starting his own mortgage company to help clients directly.

Mountain State Financial Group is a mortgage brokerage firm built around the idea mortgages can be done better. As the president of MSFG, Robert likes to stay close to the clients and their mortgage advisers to ensure that the company is able to act quickly to changing circumstances and opportunities. His team is comprised of highly competent and experienced individuals who share Robert’s belief in raising the bar in the mortgage industry. Below, he tells us more about his company, the motivation that drives him and mortgage trends in Colorado.

Have there been any interesting recent trends regarding mortgages in the state of Colorado?

Home prices continue to outpace wage growth and have for a number of years. Unfortunately, this is inhibiting many from pursuing a new home – especially first-time homebuyers with limited inventory on lower-end homes, which leads to bidding over asking price. This often puts first-time homebuyers on the sidelines, even though they may qualify to purchase a home. This stalls home ownership for many, especially in a market where both home values and interest rates are trending higher. In some situations, these individuals wait too long until home prices and interest rates are too high to qualify for a mortgage.

In addition to inhibiting potential first time homebuyers from purchasing, rising home prices are also pushing many clients into High Balance and Jumbo mortgage programs, which are often more expensive and restrictive than loans below the conforming loan limit. This is also keeping existing home owners in their current homes instead of selling and buying new homes, which is tending to lock up inventory even further.

What are the most common mortgage solutions that Mountain State Financial Group helps clients with?

One of the greatest ways that Mountain State Financial Group adds value to clients is by simply being financial experts. That generally involves asking more questions and gaining a better understanding of what the clients want and need. Situations are always changing, so the mortgage solutions we provide do as well. For our clients, the most important thing is that we have the know-how and product availability to meet and exceed their needs and expectations.

One piece of advice I would offer to homebuyers looking for the right mortgage broker is to search for a lender who has seasoned professionals and a deep bullpen of investors. Too many mortgage companies out there call themselves brokers, but they just push all their business to one or two investors. This doesn’t provide great value to the home buyer. MSFG has strategic partnerships with various investors specialising in specific areas - whether it be pricing, underwriting, or loan criteria.

What are some of the issues that your clients face before applying for a mortgage? How do you help them overcome them?

Unfortunately, the market is flooded with mortgage originators who are under qualified and inexperienced, which puts potential borrowers at risk. This makes it crucial to understand how to find a professional firm. At Mountain State Financial Group, we start by simply educating potential borrowers about mortgages. Once armed with new knowledge, we encourage borrowers to compare programmes, and price. Sorting the wheat from the chafe can be cumbersome for borrowers, so we feel it is our duty to assist these potential clients in understanding and choosing a mortgage broker, even if it ultimately means not becoming one of our clients.

Other issues that plague borrowers before applying for a mortgage include understanding the effects of different down payment amounts, credit concerns, and what they can use as qualifying income. MSFG assists with down payment options, credit repair contacts, and, perhaps most importantly, we understand the different types of income streams that can be used to qualify for a mortgage. Experience in the finance and mortgage industries simply can’t be stressed enough.

What motivates you about helping people with their mortgages?

Our founding principle motivates us daily. We aim to simply make the mortgage process better. The reaction we get from clients when expectations are exceeded is priceless. Great mortgage brokers take something incredibly complex and make it incredibly simple. We take pride in doing this right and strive to deliver what we say we’ll deliver 100% of the time.

Website: https://www.msfg.us/

HSBC has today confirmed that it will no longer provide project finance for new tar sands projects including the construction of any tar sands pipelines. This policy would exclude HSBC from providing project financing for the Keystone XL and Line 3 Expansion pipelines. HSBC also stated that its overall exposure to tar sands will reduce over time.

HSBC’s move, disclosed in its new Energy Policy, is the most recent in a series of decisions by international financiers to distance themselves from the controversial pipelines in North America. French banks BNP Paribas and Natixis, and insurance and investment giant Axa, as well as Dutch bank ING, and Sweden’s largest pension fund, AP7, all made similar announcements in 2017. [1]

Greenpeace is now calling on Barclays, the only other major UK-based bank providing loans for tar sands pipelines, to rule out financing new tar sands pipelines in North America.

Oil from tar sands is one of the most carbon-intensive fuels on the planet because of the large amount of energy needed to extract it. The proposed pipelines are key to the expansion of the tar sands fields in Alberta, Canada. Estimates show Keystone XL alone could potentially add nearly a million barrels of oil per day to current capacity, as well as an estimated 175 million additional tonnes of CO2 per year. [2]

Commenting on the announcement, John Sauven, Executive Director of Greenpeace UK said: "This latest vote of no-confidence from a major financial institution shows that tar sands are becoming an increasingly toxic business proposition. It makes no sense to expand production of one of the most polluting fossil fuels if we are serious about dealing with climate change in a post-Paris world. HSBC has got the message. Now Barclays need to decide if it wants to be the only UK bank offering project finance to tar sands pipelines.”

Annie Leonard, Executive Director of Greenpeace US, said: “The world has changed dramatically since these controversial tar sands projects were first proposed. In the US, we’ve seen record floods, hurricanes and wildfires super-charged by climate change. We’ve also seen a powerful, diverse, and growing movement step up to stop new fossil fuel infrastructure like the Keystone XL pipeline. This move by HSBC is the most recent indication that the financial community has begun to see the increasing risk in funding pipelines. We now expect banks like the US giant JPMorgan Chase and Barclays, who have backed tar sands pipelines in the past, to cease their funding of these dirty projects.”

HSBC has previously participated in revolving credit facilities for TransCanada (the company building KXL) and Enbridge the company building the Line 3 expansion.

HSBC has also ruled out funding new coal fired power stations all around the world with the exception of three countries - Bangladesh, Indonesia and Vietnam where funding may continue until 2023.

Hindun Mulaika of Greenpeace South East Asia said: "By ruling out new coal funding by the end of 2019 in many countries, HSBC has taken a step in the right direction. However, by singling out Indonesia, Vietnam and Bangladesh as exceptions to their coal policy, they are creating a loophole in the countries that are most aggressive in their coal power planning and condemning their citizens to a lifetime of air pollution impacts. HSBC must close this loophole as soon as possible and turn their financial support to accelerating a transition to clean energy.”

1. BNP Paribas In October 2017 announced a decision to no longer finance “pipelines that primarily carry oil and gas from shale and/or oil from tar sands,” and will sever “business relations with companies that derive the majority of their revenue from these activities.” Dutch bank ING confirmed in June that its oil sands policy excludes financing tar sands pipelines. Sweden’s largest pension fund, AP7, announced that it will divest from TransCanada on the grounds that its proposed pipelines in Canada and the US were incompatible with the Paris Agreement. In December 2017 Natixis pledged to no longer fund “exploration and production projects concerning oil extracted from tar sands; infrastructure projects (pipelines, terminals and others) primarily devoted to transporting or exporting oil extracted from tar sands or companies whose business primarily relies on exploiting oil extracted from tar sands”, and insurance and investment giant Axa announced the “divestment of over Euro 700 million from the main oil sands producers and associated pipelines, and the discontinuation of further investments in these businesses” and no longer providing insurance to tar sands or associated pipeline businesses.

2. Greenpeace has published a report for banks and their shareholders outlining the financial and reputation risks that banks could face in arranging and providing finance for companies intending to build tar sands pipelines. See Figure 1 on page 3 for estimated additional greenhouse gas emissions per year resulting from proposed tar sands pipelines.

3. On Wednesday, the controversy over Justin Trudeau’s support for tar sands pipelines followed him to the Commonwealth Heads of Government meeting in London, where the Canadian High Commission was rebranded ‘Crudeau Oil HQ’ and blockaded with a 30m pipeline. Since March, weeks of ongoing peaceful direct actions in British Columbia against the Trans Mountain Expansion tar sands pipeline have resulted in the arrests of about 200 people.

(Source: Greenpeace)

Six out of 10 people with currently no exposure to cryptocurrencies would consider including cryptocurrencies like Bitcoin into their investment portfolios, reveals a new global poll.

Meanwhile, seven out of 10 people who do hold cryptocurrencies are planning to increase their exposure in the next 12 months.

In the survey carried out by deVere Group, 62% of those who do not have any cryptocurrency said ‘yes’, 26% ‘no’, and 12% ‘do not know’ when asked: “Would you consider, or are you considering, including at least one cryptocurrency into your investment portfolio?”

71% of investors who do currently have cryptocurrencies as part of their portfolio said that they are looking to increase this exposure over the next year, 25% said that they would not, and 4% cited that they did not know.

The 800-plus respondents of this poll are deVere clients who currently reside in the US, the UK, Australia, the UAE, Qatar, Switzerland, Hong Kong, Spain, France, Germany and South Africa.

Of the survey, deVere Group’s founder and CEO, Nigel Green, comments: “The fact that more than 60% of people with currently no exposure to cryptocurrencies would consider including them into their investment portfolios is striking.

“It underscores how, despite what many financial traditionalists have opined, that a majority of investors are now open to consider the opportunities that the likes of Bitcoin, Ethereum and Ripple could present.

“An increasing general awareness of cryptocurrencies and how they work, plus a growing sense that cryptocurrency regulation is now inevitable, are perhaps the main reasons why such a high percentage of people are now open to looking at the possibilities of crypto for their portfolios.”

He continues: “The survey also highlights that the majority of those who do currently hold some cryptocurrency as part of their investment portfolio believe that despite ongoing volatility, the potential rewards will outweigh the potential risks.

“It suggests that these investors expect good returns in 2018 from cryptocurrencies, view them as a good longer-term investment, and that the market will eventually stabilise.”

The deVere CEO concludes: “Cryptocurrencies remain a gamble – they are very much ‘unchartered waters’ assets and caution must be exercised.  However, that said, I do believe that in today’s digital world, there is a need for digital currencies.  One or two of the existing ones will succeed, whether it’s Bitcoin, Ethereum, Ripple, Litecoin, Dash, or any of the others, or not, of course remains to be seen.”

(Source: deVere Group)

Amazon was once a small business selling books on the internet. Now it’s at the top of its game, with its hands in a multitude of baskets. Surely there’s a wide variety of lessons we can learn from their dynamic strategies. Below, Karen Wheeler, Vice President and Country Manager UK at Affinion, presents Finance Monthly with a guide to Amazon’s operations through the eyes of financial organizations.

It’s rare to meet someone who has never used the world’s largest internet retailer, Amazon. Whether it’s conquering Christmas lists, watching boxsets through Prime or managing life admin through the intelligent personal assistant Alexa, its offerings are endless.

This extensive list of services and benefits that are all designed around user convenience, simplicity and enhanced customer experience is one of the biggest contributing factors to its success.

Financial organisations, however niche or specialist, can take a leaf out of Amazon’s book when it comes to engaging with customers and harnessing innovative solutions to continuously improve their offering.

Here are five lessons financial firms such as banks and insurance companies can learn from Amazon.

1. Put the customer at the forefront of any business model

Listening to what the customer wants has been the driving force behind many of Amazon’s products and developments. McKinsey’s CEO guide to customer experience advises that the strategy “begins with considering the customer – not the organisation – at the centre of the exercise”.

This can often be quite a challenging ethos for the financial services sector to buy into, particularly for the more traditional bricks-and-mortar companies where the focus is often on the results of a new initiative, rather than the journey the company must take its customers on to get there.

It’s a case of convincing senior management that the initiative is a risk worth taking and just requires some patience. Amazon originally launched Prime as an experiment to gauge customers’ reactions of ‘Super Saver Shipping’ and it was predicted to flop. Nowadays it’s one of the world’s most popular membership programmes, generating $3.2bn (£2.3bn) in revenue in 2017, up 47 per cent from 2016.

2. Don’t wait to follow a disruptive competitor

To stay ahead of the curve amidst the flurry of fintech start-ups, financial organisations need to come up with their own innovative customer experience solutions, rather than allow newcomers to do so first and then follow suit.

From the customer’s perspective, a proactive approach will always go down better than a reactive one. Amazon CEO Jeff Bezos has previously spoken about tech companies obsessing over their competitors and waiting for them launch something new so that they can ‘one-up’ it. He once wrote: “Many companies describe themselves as customer-focused, but few walk the walk. Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow.”

What sets Amazon apart is listening to what the customer wants and prioritising them over competitors.

A great example in the insurance sector is US digital insurer Lemonade, who last year set a world record for the speed and ease of paying out on a claim of just three seconds. This was done through its AI virtual assistant ‘Jim’ and has helped to kickstart a new trend of using AI in the industry. Ultimately, Lemonade listened to the masses in that most of us see shopping around for insurance and filing claims as complicated and admin-heavy. A quick, simple, paperless alternative would no doubt result in increased customer loyalty and, in turn, increased profits.

3. Analytics are key for personalisation

It’s no secret that Amazon is one of the leaders that has paved the way for analytics. It’s through the company recognising the need for them which has led to customers becoming accustomed to personalisation and expecting it as soon as they have had their first interaction with a business.

Financial organisations are no exception to this and, while it may seem like a scary commitment to more traditional firms, it doesn’t have to be complicated. A classic, simple example is Amazon storing customers’ shopping habits and sending them prompts for new products similar or related to those they have purchased in the past.

In the financial world, digital bank Monzo is leading the charge by monitoring customers’ spending habits to offer them financial advice to help them save money and budget responsibly. For example, its data once showed that 30,000 of its customers were using their debit cards to pay for transport in London – so Monzo can advise them they could save money if they invested in a year-long travel card, for instance.

There are endless things financial organisations can do using customer data to provide the customer with an experience unique to them, rather than continuing to make them feel like just another cog in the wheel. At Affinion we believe in ‘hyper-personalisation’, in that these days it’s no longer good enough to just know a customer’s history of transactions with a company and when their birthday is.

Customers are getting more tech-savvy by the day and are expecting real-time responses with a deep insight into their interactional behaviour – they won’t remain engaged if follow up contact is irrelevant and untargeted. Customer engagement has moved on from companies communicating to the masses, it’s about creating tailored, intuitive relationships with them on an individual basis.

4. Venture out into new areas

The way we live as a society is forever changing and, as we get busier and busier, any small gesture to make life that little bit easier goes a long way. The consolidation of services such as banking, insurance, mobile phone networks, utilities and shopping is a great way to ensure customers remain loyal to a brand as it will – if done right – add value and reduce hassle to their lives.

As an expert at disrupting industries, Amazon has taken note of this growing need for convenience over the years and has expanded its offering for customers, allowing them to carry out multiple day-to-day tasks with one account. In the last few months alone, Amazon has hinted that it may acquire a bank to break into the financial industry and potentially start its own healthcare company.

Regardless of size, financial organisations should always be looking for new areas they could tap into to broaden their offering and show customers that their needs are at front of mind.

5. Always go above and beyond

A rising factor in the way that customers align themselves to a brand is its stance on ethical issues and its contributions back into society. It’s a shift that seems to be most prominent with Generation Y, as the Chartered Institute of Marketing found that 81 per cent of millennials expect companies to make a public commitment to good corporate citizenship and nine in 10 would switch brands to one associated with a good cause.

Amazon has gone that one step further, with its AmazonSmile initiative that allows the customer to choose a charitable organisation that it will donate 0.5% of eligible purchases to. Not only does this show Amazon’s commitment to charitable causes, it gives the customer control of where their money ends up.

This is an easy win for the financial sector, given that one of its sole purposes is to look after money and move it around. For firms that target younger generations in particular, looking at ways to involve customers in charitable donations in a fun, transparent and seamless way is a no-brainer for increasing loyalty and advocacy.

Always a chore, never a pleasure

For many people, personal finance is perceived as a chore and often quite complicated. Improving the customer experience and building in programmes to engage them can help greatly with this and financial organisations need to adopt the ‘customer first’ ethos that Amazon showcases so effortlessly. With new fintech disruptors creeping into view, keeping customers loyal has never been so important.

Within every business, there will be those who suffer in silence to the point that control is lost and the very act of getting out of bed becomes utterly overwhelming. Statistics show that employees in the finance sector suffer more than most when it comes to mental health.

Employees are still reluctant to share mental health information with their managers or bosses, seemingly for good reason. The stigma associated with mental health, being treated unfairly, becoming the subject of office gossip or compromising their employment terms are all legitimate fears.

To tackle this global workforce issue, Instant Offices encourage businesses to support their teams to speak about and prioritise mental health, promote a healthy work-life balance, reduce the stigma attached to mental health issues and introduce initiatives to support and encourage staff who choose to speak up.

Mental Health and Work in the UK

Studies from Manpower Group suggest that millennials display the highest levels of anxiety, depression and thoughts of suicide of any generation, considering they are also simultaneously on the cusp of becoming the largest global workforce by 2020.

According to Deloitte, the average person spends 90,000 hours of their life working, and poor employee mental health can be due to factors internal or external to the workplace. Without effective management, this can have a serious impact on physical health, productivity and more.

In the modern workplace, smart employers are placing workplace wellness at the core of their business by recognising the importance of their staff. They are going beyond protocol, processes and profits to ensure individuals feel valued and supported. Wellness and workplace health initiatives are varied but include everything from serious interventions and counselling services to mindfulness training, flexible working and even options like yoga, time off and massages at work.

That said, an alarming number of companies are still avoiding the topic of mental health in the workplace. A report by the Centre for Mental Health revealed that absence due to mental health cost the UK economy £34.9 billion last year. Additionally, the economy lost:

• £21.2 billion in reduced productivity
• £10.6 billion in sick leave
• £3.1 billion in staff turnover

It’s Time to Prioritise Wellbeing at Work

Of the 5 million people being signed off from work every year, data from NHS showed an alarming 31% are taking time out due to mental health, with a shocking 14% rise in doctor’s notes relating to anxiety and stress in one year. This is why the NHS has called on businesses to wake up to the reality of mental health and its dire effects on the wellbeing of its employees and on overall workplace success.

Here’s what employers can do:

1. Minimise the stigma: A study from Business in the Community shows, only 53% of employees feel comfortable talking about mental health issues like depression and anxiety at work. Instead of making employees feel like liabilities or burdens, employers need to take active steps to encourage conversations around these issues. Taking a mental health day or asking for support around mental health issues should not impact an employee’s reputation and how they are treated at work.
2. Pay attention: Around 91% of managers agree that their actions affect their staff’s wellbeing, however, only 24% of managers have received any training in mental health. This lack of training and sensitivity only works to perpetuate the culture of silence around mental health and wellbeing at work. Companies should be working to combat this by monitoring employee stress, encouraging communication and taking active steps to increase knowledge around the issue.
3. Be more flexible: There are several ways to boost employee engagement and happiness in the modern workplace. Around 70% of employees want a say in when and how they work, and a growth in flexible working shows more businesses are responding. Introducing a flexible working option is one of the ways businesses can prioritise their employees’ personal needs while benefitting from their productivity boost, too. Data from LSBF shows nearly half of employees advocate for flexible working hours as a way to reduce workplace stress and anxiety, increase productivity, and to improve morale and engagement.
4. Introduce mental health initiatives: It is crucial to increase employee awareness of mental health at work, support employees at risk and take steps to support those suffering from mental health problems. Education is key, and strategies need to be tailor-made to suit each business and its needs. Aside from increasing workplace happiness with perks, time off and better communication, businesses need to look at long-term policies which advocate for better treatment for at-risk employees from every tier of the organisation.
5. Manage via a coaching approach: Historically, tyrannical managers focused on ‘the numbers’ or ‘getting the job done’ have been the norm, but fortunately, the modern workplace has changed. Today, the manager who adopts a more holistic approach by focusing on the growth and development of their team, personally and professionally, will see greater results and engagement. Investing in a coaching approach has shown clear improvements across all areas and improved trust between managers and employees. Getting this balance right enables employees to speak about their levels of stress, their worries about their role and more.

Placing health and wellbeing at the heart of business can help employers attract and retain talent, improve productivity and happiness, and positively impact the bottom line.

Educating the workforce on the availability of such programmes where they can find support in a confidential and respectful manner, will help to address personal challenges before they become overwhelming.

There's no doubt that these are strange times in the digital age. Whilst the advent of technological innovation has made it easier than ever for individuals to access products and launch businesses, for example, stagnant economic growth and global, geopolitical tumult has prevented some from maximising the opportunities at their disposal.

Make no mistake; however, the so-called “Internet of Value” has the potential to change this and create a genuine equilibrium in the financial and economic space. In this article, we'll explore this concept in further detail and ask how this will impact on consumers and businesses alike.

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So what is the internet of value and how will it change things?

In simple terms, the Internet of Value refers to an online space in which individuals can instantly transfer value between each other, negating the need for middleman and eliminating all third-party costs. In theory, anything that holds monetary or social value can be transferred between parties, including currency, property shares and even a vote in an election.

From a technical perspective, the Internet of Value is underpinned by blockchain, which is the evolutionary technology that currently supports digital currency. This technology has already disrupted businesses in the financial services and entertainment sectors, while it is now evolving to impact on industries such as real estate and e-commerce.

What impact will the Internet of Value on the markets that its disrupts?

In short, it will create a more even playing field between brands, consumers and financial lenders, as even high value transactions will no longer have to pass through costly, third-party intermediaries to secure validation. This is because blockchain serves as a transparent and decentralised ledger, which is not managed by a single authority and accessible to all.

This allows for instant transactions of value, while it also negates the impact of third-party and intermediary costs.

What will this mean for customers and businesses?

From a consumer perspective, the Internet of Value represents the next iteration of the digital age and has the potential to minimise the power of banks, financial lenders and large corporations. In the financial services sector, the Internet of value will build on the foundations laid in the wake of the great recession, when accessible, short-term lenders filled the financing void that was left after banks choose to tighten their criteria.

Businesses and service providers will most likely view the Internet of Value in a different light, however, as this evolution provides significant challenges in terms of optimising profit margins and retaining their existing market share. After all, it's fair to surmise that some service providers (think of brokers, for example) would become increasingly irrelevant in the age of blockchain, while intermediaries that did survive would need to seek out new revenue streams.

The precise impact of the Internet of Value has yet to be seen, of course, but there's no doubt that this evolution will shake up numerous industries and marketplaces in the longer-term.