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Ensuring compliance with the FCA’s new operational resilience regulations should be a top priority for financial institutions

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By Guy Warren, CEO, ITRS Group

 

Earlier this year, the Financial Conduct Authority (FCA)’s long-awaited and highly anticipated regulatory framework on operational resilience for financial institutions came into force. From 31st March, firms must ensure that their operational resilience strategies are robust – or face backlash from the regulator.

While the lead time for firms to prepare for this regulatory deadline was generous (the FCA announced the plans for the regulation over a year ago), factors like COVID-induced acceleration in digital transformation and online activity, as well as increased market volatility resulting from Russia invading Ukraine, made it more challenging for firms to make meaningful progress towards operational resilience.

As a result, since the FCA set the timer for this deadline last year, businesses’ IT estates have only grown larger, more complex and unwieldy. It’s clear that many firms still have a long way to go before they can feel confident they have met their compliance objectives.

But it’s not too late. Although the regulation came into force this March, a three-year transitional period means firms actually have until 2025 before the regulator expects them to be operating consistently within the impact tolerances they have set out as part of their operational resilience guidelines

So what can firms do to ensure they are on the right path?

 

Identify transaction flows

To achieve operational resilience, firms must identify the paths which the key services use, target and remove any points of weakness and build on modern, up-to-date software that can operate across multiple computers so that if one fails, the rest are able to pick up the slack.

Of course, this is not a one-and-done process. As firms inevitably continue in their pursuit of digital transformation, they must seek to replace or update the outdated elements. After all, it’s digital transformation – not digital expansion.

That said, they must take care not to rush. Over 60% of outages occur as a result of poor change management and could be avoided with more careful planning and a system to fall back on if things aren’t up and running in time.

 

Understand performance and uptime

Businesses will soon be expected to declare the level of performance and uptime they are prepared to commit to and stick to it. This is something firms should start thinking about today as it will require significant historic data to accurately calculate.

Google has popularised Site Reliability Engineering (SRE) the gold standard of uptime monitoring and performance delivery for internet giants and, increasingly, any firms with digital transformation ambitions. The SRE approach involves tracking data and trends over a long lifespan to identify and quickly fix degrading performance levels, and uses both Service Level Objectives (SLOS) and Service Level Indicators (SLIs) as a two-phase early warning system to ensure they are never close to being in breach of their SLA.

Less digitally-native sectors like banking should be following Google’s suit and pursue an SRE approach to operations. While Google has the benefit of massive resources and an incredibly experienced team dedicated to the monitoring of this data, third party providers can support smaller businesses with remote specialists and purpose-built software.

 

Optimise Cloud usage

A comprehensive stock take of the demand profile of business workloads is a critical first step. Firms must begin by right-sizing their estate and developing a thorough understanding of workload behaviour and demand profiles via detailed analytics.

Once a company gathers all this information, it can optimise its environment for the right workload configuration and accurately plan its monthly cloud spend based on a right-sized environment. This means more accurate instance sizes and, in the majority of cases, decreased financial input.

 

Pre-test limits

In order to know for sure that the production environment is going to run properly at peak demand, pre-testing is essential to gauge what it can withstand. Firms need to not only identify the overall capacity ceiling of their systems, but specific bottlenecks and pinch points that can affect overall performance.

The right software will enable firms to model certain levels of demand on their systems. Load testing can simulate the number of users on a platform to see at what point the system will fail and provision for it precisely.

Underpinning this is the dire need for monitoring. With different disparate data and flashing alerts all flooding in at the same time, manual processing is inadequate and the right technology is crucial. By onboarding a proactive monitoring system that encompasses physical, cloud and third-party estates, firms can suppress the white noise and hone in on what’s valuable in real-time, helping them predict and mitigate IT failures before they occur.

 

Integrate security into operations

As opposed to traditional conceptions of security as separate to operations, firms must begin to integrate it into their operations and operational mindset from the get-go. Everyone involved in production should be trained with equal awareness of the critical importance of cybersecurity to ensure that not a single person in the business will let in that Trojan horse. This is particularly important in a COVID-normal world where remote working is increasingly the modus operandi for many.

The new best practice approach involves Zero Trust Networks – challenging firms to provide proof for each transaction made, even inside their own data centre.

 

Nominate a Chief Resilience Officer

Finally, businesses that want to get on the front foot of new senior management requirements – namely SMF24 in the UK – should look to designate a senior leader to focus solely on operational resilience so that the C-suite’s slate is clean by the time they come under scrutiny. The fact that SMF24 will backdate past discretions makes this all the more important to get on top of today.

 

 

Business

In-platform solutions are only a short-term enhancement, but bespoke AI is the future

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By Damien Bennett, Global Director, Principal Consultant, Incubeta

 

If you haven’t heard anyone talking about artificial intelligence (AI) yet, then where have you been? Conversations about AI and its advantages to society have been a key talking point over recent months, with advances being made in the generative AI race and ChatGPT opening a whole plethora of possibilities. Many have highlighted the advantages of AI, but notably it’s ability to create human-like content.

But these discussions have only scratched the surface of what AI is capable of doing. It is for far more than just essay writing, adding Eminem to your rave and photoshopping dogs into pictures.

In marketing, we have been using AI for years, for everything from analyzing customer behaviors to predicting market changes. It’s enabled us to segment customers, forecast sales and provide personalized recommendations, having a huge impact on how our industry works.

It is even, for the more savvy marketers of the world, becoming a key tool in maximizing budget efficiency – which is apt, considering over 70% of CMOs believe they lack sufficient budget to fully execute their 2023 strategy.

Now, as AI becomes more intelligent, the number of efficiencies it can unlock continues to rise. Not only can it help brands get the most out of their available resources and identify any areas of waste, but it can also help highlight new opportunities for growth and maximize the impact of your budget allocation.

The trick, however, is to veer away from the norm of using in-platform solutions with a one-size-fits-all approach and create your own, bespoke solutions that are tailored to your business needs.

 

Pitfalls of in-platform solutions

In-platform solutions aren’t by any means a bad thing. In fact, built-in AI tools have become increasingly popular, owing to their ease of integration, user-friendly interfaces and minimal set up requirements. They come pre-packaged with the platform, offering the user the ability to leverage AI technologies without the need for in-depth technical expertise or the upfront cost of building a solution from scratch.

However, the streamlined and accessible nature of in-platform AI solutions comes at the expense of complexity and customization. They are designed to serve a broad user base, but for the most part are built using narrow AI solutions with predefined features and workflows.

This makes them great for assisting with common AI tasks, but they lack the flexibility to tailor functionality towards unique business requirements or innovative use cases, limiting the potential efficiencies and cost savings that can be unlocked. Additionally, if a business’ competitors are using the same platform, they are probably using the same AI solution, meaning any strategic advantage gained from these will be reduced.

Bespoke AI solutions, on the other hand, may carry a higher initial investment – but can offer a significantly more attractive ROI over a short amount of time.

 

Why customized and adapted AI is the key

The difference between bespoke AI and in-platform solutions is similar to that between home cooked food and a microwave meal. Yes, it is more time consuming to prepare, and yes it likely carries more of an upfront cost, but the end result is going to be far more appealing and will carry more long-term value (financially… not nutritionally).

That’s because bespoke solutions, by nature, will have been tailored to address your brands specific needs and challenges. These custom-built tools allow for much greater efficiencies by streamlining workflows across different channels, automating more complex tasks, and providing deeper, more relevant insights.

The increased level of optimization can significantly improve productivity and reduce operational costs over time, offering a higher ROI. The increased flexibility of bespoke AI also allows brands to implement innovative use cases that can significantly differentiate them from their competitors.

The data analyzed can be specifically chosen to match business requirements, as can the outputs of the AI tool, providing a significant advantage when understanding and acting on the insights provided.

Additionally, these tools are, by nature, more scalable. They can be updated, upgraded and expanded as needs change, ensuring they continue delivering value as the business grows. They can also be designed to integrate with any existing IT infrastructure, from CRM systems and databases to marketing platforms and sales tools – leading to more efficient and effective decision-making.

 

Managing finances with AI

It’s no secret that AI in marketing automation has, and will continue to, revolutionize the way marketing is done. It has a bright, if slightly terrifying, future and can help CMOs to unlock new efficiencies, maximize the impact of their budgets and increase their ROI. And as this technology becomes more advanced, its impact will only increase.

But we already know that…and so does everyone else.

So, in order for businesses to make themselves stand out from the crowd , they must look to fully adopt the power of AI. Creating a customized and unique AI solution could be the way to set yourself apart from your competitors. A bespoke AI tool can provide brands and businesses with features unique to them and their business needs. As a result, companies will benefit from more useful data and better results to make more data-driven decisions for their business. Ultimately, this will help brands to maintain a competitive edge over their competitors, deliver ROI and most importantly optimize their budgets.

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Exploring the Transformative Potential and Ethical Challenges of AI in Wealth Management

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Nuno Godinho, Group CEO of Industrial Thought Group

 

In recent years, the advent of AI has sparked both excitement and scrutiny within the Wealth Management industry. The technology’s capabilities, including but certainly not limited to generative AI algorithms like ChatGPT, offer a new dimension to data analysis, market prediction, and portfolio management. However, while it presents a promising avenue for enhancing decision-making and elevating client interaction, AI also carries inherent challenges that demand careful consideration.

Benefits of AI in Wealth Management:

In a world where CX is key, AI enables wealth managers to provide personalised advice, improved portfolio performance, real-time insights, and convenient access to information and support. Previously it has been impossible for advisors to deliver hyper-personalisation at scale; now, AI-driven customisation lets them tailor investment strategies and recommendations to their clients’ unique financial goals, risk tolerance, and investment horizon.

AI algorithms can also analyse vast amounts of data to identify trends and opportunities, resulting in potentially higher returns on investments. And, more widespread use of automation will gradually reduce the cost of wealth management services, meaning higher-quality investment advice at a lower price. This is critical as firms fight to stay relevant for modern investors disillusioned by traditional advisory firms and private banks.

Relationship-wise, there are many other advantages. AI-driven data analytics make it easier to gain a deeper understanding of an investor’s needs, preferences, and behaviours, all of which help to build long-term relationships. Through predictive analytics, firms can differentiate their service and proactively identify new investment opportunities, such as emerging market trends or underperforming assets. At the same time, chatbots and virtual assistants facilitate constant communication to answer queries and increase engagement. By strategically integrating AI technology into their operations, firms have the power to optimise top and bottom lines, strengthen client connections and position themselves for long-term growth.

Navigating the Ethical and Practical Challenges:

While AI holds remarkable potential, major obstacles must be overcome. With AI’s reliance on large amounts of data, ensuring client data confidentiality, managing consent, and complying with global data protection regulations like GDPR are significant challenges. Another issue is algorithmic bias – as AI learns from data, it may inadvertently perpetuate inequalities or biases present in the training datasets used. Vigilance is necessary to ensure that AI systems don’t amplify these issues. A key concern is the absence of standard governance, leading to a lack of accountability and transparency. Black-box algorithms can make decisions without providing clear explanations for their reasoning, making it difficult for clients and regulators to understand and trust AI-driven outcomes. Overall, the responsibility for AI-generated recommendations remains complex, requiring collaborative efforts to establish robust regulatory frameworks.

Striving for Data Integrity and Reliability:

The efficacy of AI-driven solutions hinges on the quality of training dataset they are supplied with and rely upon. Therefore, ensuring accurate, unbiased, and comprehensive datasets is paramount to generating trustworthy insights. The absence of standardised data sharing can lead to skewed results, ultimately impacting the quality of AI-generated advice. Transparency in data usage, validation, and generation reasoning will be pivotal to cultivating client trust and minimising systemic risks, which ties back to the absence of standard governance, as the output from AI-generated advice will only be as good as the data sets provided. We need to understand the “lineage” of all data used and generated by the algorithms. Until the industry can come to some accord on how we plan to use all of our respective data, it will be prone to various biases and fragmented advice, which will lead to liability and reliability issues down the line. It’s worthwhile wondering whether we can see the industry opening up in an age of data equals value.

The Role of Collaborative Partnerships:

Amidst these challenges, collaborative partnerships emerge as a potent avenue. Established wealth management firms can harness the expertise of FinTech AI companies to augment their capabilities while mitigating the risks associated with AI adoption. A symbiotic relationship, where innovative AI solutions are developed by trusted partners, helps safeguard against potential pitfalls and aligns with the pursuit of ethical, data-driven decision-making.

Looking Ahead: Striking a Balance for Sustainable Progress:

As we journey into the AI-powered future of wealth management, it’s evident that a balanced approach is essential. The integration of AI has the potential to expedite the transition to wealth management 4.0, revolutionising personalised client experiences and advisory services. However, this progress must be underpinned by clear ethical guidelines, data integrity, and collaborative partnerships. Striking this equilibrium promises not only a more informed, efficient, and personalised industry but also one that upholds the principles of transparency, accountability, and client trust.

In conclusion, AI’s impact on the wealth and asset management landscape is profound, offering unparalleled insights and opportunities. While navigating challenges will be crucial, a collective effort to harness AI’s power while ensuring its responsible application will pave the way for a resilient, future-forward industry.

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