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Future-proofing the finance industry by putting ‘API first’

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 Rory Blundell, CEO at Gravitee

 

Rory Blundell

‘API First’ is an approach that can help enterprises and organisations, including those in the finance sector, future-proof their development and API strategies in order to adapt to the new rules of the digital market. But what exactly does the term mean, and how is the approach implemented in order to take advantage of the many benefits APIs have to offer?

 

Defining ‘API First’

API First is an organisation-wide approach that treats APIs as ‘first-class citizens.’ This means that development and business strategies are mapped out with APIs in mind, and, specifically, with API-consumption top-of-mind.

While APIs can be leveraged for many different benefits, here are some major ways that APIs function across leading financial organisations:

  • By creating a contract that defines who should be able to access what (and how much) of the data and services being made available
  • Being an efficiency multiplier that reduces the risk of IT components, digital services and datasets needing to be created within each interface or system (for example, by reducing redundancy or by creating duplicate databases in each business unit when designing data flows across multiple departments)
  • Providing an ecosystem builder that allows key partners, third parties, and consumers themselves to co-create new products and services built off core business systems
  • Behaving as a digital enabler that speeds up the delivery of new features, products, services and workflows
  • Working as a data infrastructure element that allows for better collection of timely data on usage, performance, and demand, to provide business insights. (APIs as data infrastructure also allow finance businesses to plug into artificial intelligence tools and privacy-enhancing technologies to support an organisation’s maturity as it moves beyond being a digital organisation, to being a data-enabled organisation.)

 

Understanding the real value of APIs

When talking about technical topics such as APIs, API Management, API Security, Event-driven architecture (EDA) and APIs, it can be easy to talk about value only as it pertains to technical value. However, APIs are able to deliver serious business value as well, and finance organisations that have taken an API-first approach have realised this.

Technical teams have long understood the value of APIs. These teams typically know that APIs can be used to:

  • Expose financial services as productized APIs
  • Enable partner and customer onboarding
  • Avoid duplication in each system interface
  • Prevent database duplication
  • Strengthen security and reduce vulnerability
  • Automate workflows

However, decisions to support these technical teams into building and making APIs available for these purposes are also business and strategy decisions. And, as a result, proper API-first implementation will require finance business users and stakeholders to more fully understand APIs and their value and understand how API usage can be driven from the ‘business side.’

The following list reveals how business decisions can work alongside the already-established technical value and functions of APIs in financial organisations:

  • Expose financial services as productized APIs: This requires a business-led strategy around which services can be turned into new revenue streams and how those services can be exposed for maximum revenue generation
  • Enable partner and customer onboarding – This requires a business strategy that implements a platform business model and fosters an ecosystem approach.
  • Avoid duplication and recreation in each system interface – This requires a business strategy that calculates costs and prioritises creating more efficiencies.
  • Prevent database duplication – This requires work across multiple (often siloed) business units or departments and the creation of cross-organizational assets such as a data registry that makes a dataset available to each department (which departments may fight against as they fear it means their budget will be reduced if they access a shared resource).
  • Strengthen security and reduce vulnerability – This requires a business strategy that sets user access permission controls for each role within the organisation and for each role in the ecosystem.
  • Automate workflows – This often requires multiple business units working together to share resources and create common systems and approaches.

 

Leveraging resources

Leveraging the full potential of APIs requires a new business mindset – an API-First approach – that actively seeks ways to build digital business models, foster an ecosystem, empower IT architecture, and support cross-team productivity with APIs as first-class citizens.

In digital business, banks and financial services players could actually have a head start in adapting to this way of working. Once they have leveraged the wealth of data, information, customer experience and knowledge, they need to adopt an omnichannel strategy to keep up with digital transformation in the wider external ecosystem. This approach will create an environment and culture that delivers both innovation and digital leadership while allowing banks to evolve in line with future demands.

 

Banking

Wealth Managers and the Future of Trust: Insights from CFA Institute’s 2022 Investor Trust Study

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Author: Rhodri Preece, CFA, Senior Head of Research, CFA Institute

 

Corporate responsibility is more important than ever. Today, many investors expect more than just profit from their financial decisions; they want easy access to financial products and to be able to express personal values through their investments. Crucial to meeting these new investor expectations is trust in the financial services providers that enable investors to build wealth and realise personal goals. Trust is the bedrock of client relationships and investor confidence.

The 2022 CFA Institute Investor Trust Study – the fifth in a biennial series – found that trust levels in financial services among retail and institutional investors have reached an all-time high. Reflecting the views of 3,588 retail investors and 976 institutional investors across 15 markets globally, the report is a barometer of sentiment and an encouraging indicator of the trust gains in financial services.

Wealth managers may want to know how this trust can be cultivated, and how they can enhance it within their own organisations. I outline three key trends that will shape the future of client trust.

 

THE RISE OF ESG

ESG metrics have risen to prominence in recent years, as investors increasingly look at environmental, social and governance factors when assessing risks and opportunities. These metrics have an impact on investor confidence and their propensity to invest; we find that among retail investors, 31% expect ESG investing to result in higher risk-adjusted returns, while 44% are primarily motivated to invest in ESG strategies because they want to express personal values or invest in companies that have a positive impact on society or the environment.

The Trust Study shows us that ESG is stimulating confidence more broadly. Of those surveyed, 78% of institutional investors said the growth of ESG strategies had improved their trust in financial services. 100% of this group expressed an interest in ESG investing strategies, as did 77% of retail investors.

There are also different priorities within ESG strategies, and our study found a clear divide between which issues were top of mind for retail investors compared to institutional investors. Retail investors were more focused on investments that tackled climate change and clean energy use, while institutional investors placed a greater focus on data protection and privacy, and sustainable supply chain management.

What is clear is that the rise of ESG investing is building trust and creating opportunities for new products.

TECHNOLOGY MULTIPLIES TRUST

Technology has the power to democratise finance. In financial services, technological developments have lowered costs and increased access to markets, thereby levelling the playing field. Allowing easy monitoring of investments, digital platforms and apps are empowering more people than ever to engage in investing. For wealth managers, these digital advancements mean an opportunity for improved connection and communication with investors, a strategy that also enhances trust.

The study shows us that the benefits of technology are being felt, with 50% of retail investors and 87% of institutional investors expressing that increased use of technology increases trust in their financial advisers and asset managers, respectively. Technology is also leading to enhanced transparency, with the majority of retail and institutional investors believing that their adviser or investment firms are very transparent.

It’s worth acknowledging here that a taste for technology-based investing varies across age groups. More than 70% of millennials expressed a preference for technology tools to help navigate their investment strategy over a human advisor. Of the over-65s surveyed, however, just 30% expressed the same choice.

 

THE PULL OF PERSONALISATION

How does an investor’s personal connection to their investments manifest? There are two primary ways. The first is to have an adviser who understands you personally, the second is to have investments that achieve your personal objectives and resonate with what you value.

Among retail investors surveyed for the study, 78% expressed a desire for personalised products or services to help them meet their investing needs. Of these, 68% said they’d pay higher fees for this service.

So, what does personalisation actually look like? The study identifies the top three products of interest among retail investors. They are: direct indexing (investment indexes that are tailored to specific needs); impact funds (those that allow investors to pursue strategies designed to achieve specific real-world outcomes); and personalised research (customised for each investor).

When it comes to this last product, it’s worth noting that choosing advisors with shared values is also becoming more significant. Three-quarters of respondents to the survey said having an adviser that shares one’s values is at least somewhat important to them. Another way a personal connection with clients can be established is through a strong brand, and the proportion of retail investors favouring a brand they can trust over individuals they can count on continues to grow; it reached 55% in the 2022 survey, up from 51% in 2020 and 33% in 2016.

 

TRUST IN THE FUTURE

As the pressure on corporations to demonstrate their trustworthiness increases, investors will also look to financial services to bolster trust. Wealth managers that embrace ESG issues and preferences, enhanced technology tools, and personalisation, can demonstrate their value and build durable client relationships over market cycles.

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5 tips to ensure CSR efforts come across as genuine

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By Mick Clark, Managing Director, WePack Ltd

 

Corporate social responsibility – or CSR – is playing an increasingly pivotal role in the long-term success of modern-day companies.

The harsh reality is that only a paltry 46 percent of people trust the brands they buy from. And with more competition than ever in all walks of business, a positive brand reputation needs to be earned or customers will simply take their money elsewhere.

That’s why I share my insights on the importance of CSR in modern business and introduce an effective plan to avoid coming off as disingenuous to your employees and customer base.

The value of CSR

The needs of modern employees and consumers are changing. There is a higher emphasis placed on the ethics and morals of companies and their handling of hot button topics like the environment or social issues.

59 percent of UK workers believe their business should be investing in charitable initiatives. 67 percent of people aged 18-19 feel this way, showing a generational shift in favour of companies that support ethical, social, or environmental causes.

Mick Clark

At WePack, we recognise the importance of this and make sure to regularly donate to a variety of charities including RRT (Rapid Relief Team), and donated £6,000 to the charity’s social causes last year.

An example of good CSR can be found in search engine giant, Google. It has had notable success with its CSR initiatives. Its flagship CSR campaign, Google Green, is a companywide commitment to using clean sources of energy, cutting down on its use of fossil fuels and drastically increasing energy efficiency as a direct response to the climate crisis.

It has been so successful that its data centres now require 50 percent less power to run than the average data centre and it’s poured over $1 billion into jumpstarting renewable energy projects.

Customer attitudes are fundamentally changing, and people are far more concerned about the values that their money could be indirectly supporting. In fact, 71 percent of customers prefer buying from businesses that align directly with their values.

In the modern-day, demonstrating high levels of CSR boosts brand perception. Businesses that make it a priority are more attractive – from an investment standpoint – to both customers and potential stakeholders.

For example, more than a third of consumers are also willing to pay more for a product or service if the business prioritises sustainability specifically – so it pays to be responsible.

Businesses with purpose-driven and ethical goals and proven commitments to CSR help retain employees. Millennials will make up 75 percent of the workforce by 2025, and it’s that cohort that is increasingly demanding socially responsible employers.

Those that fail to meet the needs will ultimately see their customers take their purchasing power elsewhere.

Addressing the challenges

As obvious as it may sound for a business to take on as much CSR as possible, many organisations face limitations.

Pressure from investors can disrupt the growth of CSR initiatives. Sometimes, the direction that stakeholders want to take the company doesn’t fully align with plans to target social or environmental issues.

Companies face becoming fixated on linking profitability with CSR programmes. It can be tough to present a genuine CSR programme without it coming across as a marketing ploy – presenting an extra hurdle for businesses to overcome.

Despite the challenges businesses face that are out of their control, many firms unwittingly make their own mistakes that cost them dearly.

For example, businesses can struggle to bolster their CSR programmes if they don’t consult their customers and staff first. A simple survey helps companies decide what issues to put as a priority and target to satisfy their customer base and employees.

Any attempt to create an effective CSR programme needs top-down support. Many businesses wrongly treat CSR as a separate entity, rather than fostering a companywide culture. This can lead any attempt to push back on global issues to appear disingenuous to those looking in.

Shifting the CSR approach

Because of the global shift in public needs and opinions in recent years, businesses need to better demonstrate their efforts to avoid having their campaigns labelled as a box-ticking exercise.

It’s no secret that consumers are doing more research and are becoming more switched on to spotting lacklustre approaches to CSR. Also, everyone can have their say online – it’s much easier to get exposed if your CSR campaign is nothing but an empty publicity stunt.

For example, Volkswagen’s reputation was left in tatters after its ‘greenwashing’ scandal promoted a newer, cleaner diesel vehicle that wasn’t any better for the environment than previous models. The company took it further by fitting a device that helped it cheat emissions tests – resulting in a $125 million fine.

For this reason, CSR campaigns need tangible results to be credible and trustworthy.

Sharing top tips

When it comes to structuring a strong CSR campaign, it’s critical to demonstrate several things to prove your strategy is effective in helping the chosen cause.

Firstly, evidence the fact that your efforts are helping wider communities. Whether it’s through statistics or showing proof of investment in social causes, tangible evidence goes a long way when legitimising your CSR campaign.

Secondly, balance your rhetoric. Effective communications are vital to the success of a campaign. However, it can damage a company’s image when done poorly. Businesses should speak about their chosen issues in their dialogue rather than spending too much time talking about the solutions the company has implemented. This stops them from becoming too self-promotional or sounding braggy.

To further avoid this, make sure you can directly tie your CSR campaign to corporate values and beliefs. As well as helping to strengthen your comms, it will also guarantee that company values are more than just surface-level – helping to facilitate tangible, long-term change.

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