Details

Transforming Financial Institutions


Transforming Financial Institutions

Value Creation through Technology Innovation and Operational Change
The Wiley Finance Series 1. Aufl.

von: Joerg Ruetschi

40,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 31.01.2022
ISBN/EAN: 9781119858843
Sprache: englisch
Anzahl Seiten: 304

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Beschreibungen

<p><b>Transform your financial organisation’s formula for value creation with this insightful and strategic approach </b></p> <p>In <i>Transforming Financial Institutions through Technology Innovation and Operational Change</i>, visionary turnaround leader Joerg Ruetschi delivers a practical and globally relevant methodology and framework for value creation at financial institutions. The author demonstrates how financial organisations can combine finance strategy with asset-liability and technology management to differentiate their services and gain competitive advantage in a ferocious industry. </p> <p>In addition to exploring the four critical areas of strategic and competitive transformation — financial analysis, valuation, modeling, and stress — the book includes: </p> <ul> <li>Explanations of how to apply the managerial fundamentals discussed in the book in the real world, with descriptions of the principles for reorganization, wind-down and overall value creation </li> <li>An analysis of the four key emerging technologies in the financial industry: AI, blockchain, software, and infrastructure solutions, and their transformational impact </li> <li>Real-world case studies and examples on how financial institutions can be repositioned and rebuilt on a path of profitability </li> </ul> <p>Perfect for managers and decision makers in the financial services industry, <i>Transforming Financial Institutions through Technology Innovation and Operational Change</i> is also required reading for regulators, tech firms, and private equity and venture capital funds. </p>
<p>About the Author xi</p> <p>Introduction 1</p> <p><b>Part One Managerial Fundamentals</b></p> <p><b>Chapter 1 Strategic Decision Making 7</b></p> <p>1.1 Strategic analysis 7</p> <p>1.1.1 Hypothesis-driven problem solving 8</p> <p>1.1.2 System theory 12</p> <p>1.1.3 Coherence 13</p> <p>1.2 Strategic planning 17</p> <p>1.2.1 Roadmap 17</p> <p>1.2.2 Impact assessment 17</p> <p>1.2.3 Strategic options and portfolio choices 20</p> <p>1.2.4 Action and response plan 21</p> <p>1.3 Operational excellence 23</p> <p>1.3.1 Operating model 23</p> <p>1.3.2 Balance scorecard 24</p> <p>1.3.3 Best practice and benchmarking 26</p> <p>1.4 Business performance improvement 26</p> <p>1.4.1 Portfolio optimisation 27</p> <p>1.4.2 Divestments and disposals 28</p> <p>1.4.3 Front-to-back optimisation 28</p> <p>1.4.4 Cost reduction 29</p> <p>1.4.5 Technology replatforming 31</p> <p>1.5 Merger and acquisition 32</p> <p><b>Chapter 2 Financial Decision Making 35</b></p> <p>2.1 Financial analysis 35</p> <p>2.1.1 Financial statements 35</p> <p>2.1.2 Financial ratios 44</p> <p>2.1.3 Leverage analysis 46</p> <p>2.2 Financial valuation 47</p> <p>2.2.1 Valuation methods and principles 48</p> <p>2.2.2 Valuation models and techniques 53</p> <p>2.3 Financial modelling 61</p> <p>2.3.1 Risk and return 61</p> <p>2.3.2 Asset pricing 68</p> <p>2.3.3 Contingent claims 74</p> <p>2.4 Financial stress 86</p> <p>2.4.1 The cycle of financial stress 86</p> <p>2.4.2 Liquidity risk 88</p> <p>2.4.3 Market dislocations 90</p> <p>2.4.4 Systemic crises 96</p> <p><b>Chapter 3 Asset-liability Management 101</b></p> <p>3.1 Risk transfer 101</p> <p>3.1.1 Principles of risk-taking 101</p> <p>3.1.2 The pricing taxonomy of risk 102</p> <p>3.2 Financial engineering 116</p> <p>3.2.1 Cash instruments 117</p> <p>3.2.2 Forwards and futures 120</p> <p>3.2.3 Swaps 124</p> <p>3.2.4 Options 132</p> <p>3.2.5 Securitisation 138</p> <p>3.3 Risk management 141</p> <p>3.3.1 Enterprise-wide risk management 142</p> <p>3.3.2 Value-at-risk 143</p> <p>3.4 Capital management 145</p> <p>3.4.1 Capital adequacy 145</p> <p>3.4.2 Capital structure 145</p> <p>3.4.3 Funding mix 147</p> <p>3.4.4 Capital allocation mechanism 148</p> <p>3.5 The Basel framework 149</p> <p>3.5.1 Historical context and development 149</p> <p>3.5.2 Methodological framework 150</p> <p>3.5.3 Regulatory capital 151</p> <p>3.5.4 Risk-weighted assets 154</p> <p>3.5.5 Liquidity requirements 161</p> <p>3.5.6 Additional regulatory considerations of the G20 reform 163</p> <p><b>Chapter 4 Technology Management and Innovation 165</b></p> <p>4.1 Financial technology management 166</p> <p>4.1.1 Traditional role and innovation 166</p> <p>4.1.2 Targeted replatforming 167</p> <p>4.2 Emerging technologies 168</p> <p>4.2.1 Software and infrastructure 169</p> <p>4.2.2 Artificial intelligence 173</p> <p>4.2.3 Distributed ledger technology 177</p> <p>4.3 The transformational impact of financial technology 182</p> <p>4.3.1 Operational efficiency 182</p> <p>4.3.2 Augmented decision making 189</p> <p>4.3.3 Digital financial innovation 193</p> <p><b>Part Two Repositioning Financial Institutions</b></p> <p><b>Chapter 5 Turnaround and Transformation 203</b></p> <p>5.1 Reorganisation and wind-down 204</p> <p>5.1.1 Legal principles 205</p> <p>5.1.2 Reorganisation and wind-down of financial institutions 212</p> <p>5.2 Turnaround process 217</p> <p>5.2.1 Crisis management 217</p> <p>5.2.2 Turnaround plan 220</p> <p>5.2.3 Financial restructuring 223</p> <p>5.2.4 Operational restructuring 228</p> <p><b>Chapter 6 Value Creation and Growth 231</b></p> <p>6.1 Intrinsic value 231</p> <p>6.1.1 Growth initiatives 232</p> <p>6.1.2 High-impact situations and the M&A transaction life cycle 233</p> <p>6.1.3 Value creation plan 241</p> <p>6.2 Value optimisation 244</p> <p>6.2.1 Commercial optimisation 244</p> <p>6.2.2 Operational optimisation 246</p> <p>6.2.3 Financial optimisation 247</p> <p>6.3 Value realisation 248</p> <p>6.3.1 Governance and central programme management 248</p> <p>6.3.2 Operational blueprint 250</p> <p>6.3.3 Targeted implementation 254</p> <p><b>Part Three Conclusion</b></p> <p><b>Chapter 7 Rebuilding the Global Banking Industry 259</b></p> <p>7.1 The industry’s change and growth agenda 259</p> <p>7.2 The transformational impact of technology 261</p> <p>7.3 Specialisation and inclusive risk transfer 262</p> <p>Afterword and Acknowledgment 265</p> <p>Bibliography 269</p> <p>Index 275</p>
<p><b>JOERG RUETSCHI, PhD,</b> is a value creation and turnaround specialist at the intersection of finance and technology. He has nearly 20 years’ international experience in banking and finance and holds a doctorate in finance, a Certified Turnaround Professional certification, and is a Chartered Financial Analyst.</p>
<p><b>TRANSFORMING FINANCIAL INSTITUTIONS</b></p> <p><b>A grounded and practical value creation methodology for financial leaders and decision-makers</b> <p>Beset by new regulations effectively forcing them to operate significantly below their cost of capital, large and complex financial institutions seek new ways to transform their operations and reestablish a competitive advantage. <p><i>Transforming Financial Institutions: Value Creation through Technology Innovation and Operational Change </i>offers readers an eye-opening and accessible framework and methodology for organizational change at financial institutions. The book provides the core concepts and managerial fundamentals that drive decision-making and operational delivery at successful financial services. <p>At the same time, Joerg Ruetschi explains how to apply these principles in reality. He outlines the process of turnaround and transformation, as well as reorganization and wind-down, insofar as they apply to financial institutions. He also demonstrates their application to specific growth situations and transactional settings, like transformational mergers and acquisitions and principal investments. <p>With illuminating case studies and real-world examples included throughout the book, <i>Transforming Financial Institutions: Value Creation through Technology Innovation and Operational Change</i> is required reading for managers, practitioners, and decision-makers in the financial services industry. It also belongs in the libraries of regulators and private equity professionals.

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