TORI Global produces a range of thought leadership and opinion pieces, a selection of which can be found below.
The rise of digital companies over the past two decades has compelled traditional organisations across industries to radically rethink their operating models—for Agility, customer experience and flexibility to adopt new working practises.
CIOs engaging with the Board on a more regular basis will need new approaches to Cost optimisation fit for the Digital Transformation world.
Building a dynamic Operational Resilience framework, is not a box ticking activity from the middle office or IT departments. According to our research, only 58% have a clear visibility of their critical systems and processes.
Given the critical nature of Technology in most enterprises, that embed the Business Units with DevOps teams for their market-facing IT applications can internalise agility and better respond to market events. However, this paradigm shift requires an enhanced discipline in its investment planning to ensure it can reap the benefits of this new model.
The CSDR Settlement Discipline Regime will have a significant impact on firms globally. Its effects range from trading and contractual arrangements to NAV processing. It introduces exceptions into processes that are currently automated alongside new, manual processes. Proper preparation is essential. This paper looks at the processing challenges that SDR brings and offers solutions to address them.
Operational Resilience (OR) is all encompassing. It must be embedded as a mindset through ways of working and reinforced through culture and behaviours.
This survey was conducted to examine trends in operational resilience within financial services organisations.
The EBA Guidelines on Outsourcing, which came into effect on 30 September 2019, are designed to provide a harmonised framework to promote greater consistency in the assessment, selection, contracting and management of outsourced services across the EU and its various regulatory bodies.
Risk and Compliance functions are constantly under pressure to reduce baseline operating costs without compromising their performance. However, this is inversely proportional to the ever-expanding remit and size of these functions, presenting CROs with a major challenge.
Financial services organisations are continuously searching for ways to address the myriad challenges of today's business environment: from reducing complexity of systems and processes, to increasing profitability through cost optimisation.
In the infrastructure world storage has for many years been treated as an exception when it comes to cost. Its share of the IT Budget has historically been relatively small, and it has always appeared too hard to get a grip on: storage is complicated, it is difficult to have direct impact, and there are always other priorities. However, with storage volume growing at >40% per year (according to IDC and Veritas1) it can no longer be ignored, despite underlying unit costs dropping by 15% per year2.
The first Basel II proposals, published in 1999 globalised the term ‘operational risk’, a phrase that, while it has been debated at the occasional conference and had attracted surplus risk management attention (in the heady pre-crisis days when risk managers had time on their hands...), had neither a standard definition nor phrasing. The Basel Committee anchored the definition of operational (rather than operations or business) risk to the risk of loss (to shareholders) arising from an organisation’s people, processes or systems.