![]() Policymakers will have not made the much needed regulatory, tax and legal changes to enable alternative financing to flourish, limiting its influence.Alternative providers of capital will increase in importance, forcing financial institutions to adjust their business models to a less pronounced role in providing capital (with a corresponding P&L impact) and find new ways to participate in the value ch.After the pandemic subsides, alternative financing will return to today's levels or below.Asset impairments resulting from the pandemic will further constrain lending and the risk-bearing capacity of regulated banks and insurers, increasing the share delivered by capital markets and the so-called shadow banking or alternative financing industry (such as PE funds and sovereigns) over today's levels.An eventual increase in interest rates in 2023 will help institutions improve margins and profitability.Continued low interest rates will require that institutions increase investment in measures to reduce costs, digitise and improve productivity to maintain margins and profitability.Macro trends in FS Thinking about macro trends in the financial services industry, which of the statements below do you think is most likely to be true in the 2025? Outsource non-core activities to third parties Undertake significant retraining/upskilling Which of the following activities is your organisation planning topursue over the next 5 years to address a potential future skills gap?Ĭhange the composition of the workforce between permanent and contingent staffĪcquire a firm to access new skills/expertiseĮstablish a strong pipeline direct from education The role of employees in Financial Services The role of employees in Financial Services organisations is changing. Selection of suppliers (value chain partners) No - but we expect to be the target of an M&A/ ivestiture/Carve-out activity expected within next 5 yearsĮSG Influence To what extent do you expect ESG (Environmental, Social and Corporate Governance) to influence the following aspects of your organisation's business model? No - we don't plan to consider any M&A/Divestitures/Carve-out activities expected within next 5 years ![]() Yes - expect more than 5 M&A/Divestitures/Carve-out activities ![]() Yes - expect 3 to 5 M&A/Divestitures/Carve-out activities Yes - expect 1 or 2 M&A/Divestitures/Carve-out activities M&A, Divestitures or Carve-out Is your organisation likely to consider any Merger & Acquisition (M&A), Divestitures or Carve-out activity in the next 5 years? Human vulnerabilities (unintentional or malicious) Vulnerabilities in supply chains and business partners Introduction of fifth-generation (5G) cellular networksĪdoption of Internet of Things (IoT) hardware and softwareĬybersecurity and data privacy regulations Introduction of new authentication technologies, such as biometrics New business model (crowdfunding, peer-to-peer lending)Ĭybersecurity Strategy Which of the following factors will have the greatest impact in shaping your cybersecurity strategy over the next 5 years? Local regulatory pressures - different regulations in different regions
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