Opinion

20 July 2018

Location, location, location

We’ve already seen a wave of bankers be asked to relocate, as well as firms stating their intentions of migrating.

  • Opinion
  • Banking
  • Business strategy
  • Regulatory-driven change
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12 July 2018

Post Chequers Brexit exits should accelerate City’s plans

Hot on the heels of post Chequers resignations, the equivalence approach is tantamount to a hard Brexit for financial services. Time for the City to accelerate.

  • Opinion
  • Asset & wealth management
  • Banking
  • Financial markets infrastructure
  • Business strategy
  • Regulatory-driven change
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9 July 2018

How to keep your technologists dancing

Wouldn’t it be nice if people came to work feeling engaged and energised and collaborated harmoniously with their peers to deliver impact while having fun?

  • Opinion
  • Banking
  • Change professional & consulting skills development
  • Expert & talent management
  • Organisational development
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2 July 2018

In an era of polarised opinion, what role should corporates play?

Traditionally, companies stayed safely in the middle ground, keen not to alienate a certain demographic and potential revenue stream. Now it seems they cannot refrain from voicing an opinion.

  • Opinion
  • Asset & wealth management
  • Banking
  • Business strategy
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25 June 2018

Sun’s out – and the EBA’s guns are too

With the EBA gunning for Londons’ banking business and post-Brexit plans, it’s high time to prepare for March 2019

  • Opinion
  • Banking
  • Regulatory-driven change
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15 June 2018

Diversity is no longer about ‘why’ – it’s about ‘how’

Technology is never a silver bullet. But we predict disruptive technology will play an increasingly large role in driving real behaviour change.

  • Opinion
  • Banking
  • Organisational development
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14 June 2018

What shape do you like your developers?

The choice is T-shaped – or hole-shaped

  • Opinion
  • Banking
  • Expert & talent management
  • Technology
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12 June 2018

Investor services – is custody still king?

The leading investor services banks (State Street, BNY Mellon, JP Morgan, Citibank and so on) seem to be bifurcating into two distinct types: the Trust Banks (BNY Mellon, Northern Trust and State Street) and the universal banks (JP Morgan, Citibank, HSBC, BNP Paribas). At the same time we are seeing several banks re-shape their offerings and/or exit from certain services. Why is this?

It probably all boils down to two connected factors – profitability and capital requirements.

  • Opinion
  • Asset & wealth management
  • Business strategy
  • Operating model
  • Outsourcing
  • Research
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