The annual Truven Health 100 Top Hospitals® identifies U.S. hospitals with the best overall performance across multiple organizational metrics, including clinical, operational, and financial. The ability of some hospitals to adapt as the industry is changing demonstrates leadership as the winners set the standards their peers seek to achieve. Study projections indicate that if the new national benchmarks of high performance were achieved by all hospitals in the United States, nearly 126,500 additional lives could be saved, almost 109,000 additional patients could be complication-free, and $1.8 billion in inpatient costs could be saved.
The annual Truven Health AnalyticsTM 100 Top Hospitals® identifies U.S. hospitals with the best overall performance across multiple organizational metrics, including clinical, operational, and financial. The ability of some hospitals to adapt as the industry is changing demonstrates leadership as the winners set the standards their peers seek to achieve. The study revealed that the nation’s best hospitals had a lower mortality index, considering patient severity; had fewer patient complications; followed accepted care protocols; had lower 30-day mortality and 30-day readmission rates; sent patients home sooner; provided more timely emergency care; kept expenses low, both in-hospital and through the aftercare process; and scored better on patient surveys of hospital experience
The asset and fund management industry has grown signifcantly in the last decade, with surveys indicating about 65 percent growth since 2007, to over USD 80 trillion in assets under management worldwide.
As its importance to the world financial system – linking those with money to invest with enterprises and activities that require funding – is increasingly recognized, so both the industry and the regulators that police the sector become more prominent.
The industry and regulators are coming under pressure from a range of “external” voices – demanding investors and consumer groups, clamoring political and economic needs, changing priorities and hopes of civil society, an increasingly noisy press, the explosion in social media and the rapid growth of new technologies.
This sea of voices is directly influencing the regulatory agenda and increasing expectations on the industry. A fundamental rethink of firms’ mindset and investment offerings is required.
Welcome to KPMG’s third annual report tracking developments in China’s pension industry. This is a topic of great economic significance. As the world’s most populous country, China has an ageing society and is developing the infrastructure to take care of a growing number of elderly people. The topic also has business significance, especially for financial companies able to find opportunities in the fast-growing pension sector.
This report updates and builds on our findings from last year. That report identified sector convergence as one of the most distinct features of the Chinese pension industry, as well as highlighted several strategic themes that will influence its long-term development. In the pages that follow, we explain the most recent developments and their strategic implications.
"Workday provides financial services organizations with the technology foundation they need to spend less time gathering data and more time creating real value.
But don’t just take our word for it. Hear from our customers in the banking industry that have used Workday to:
Make better business decisions
Uncover new sources for growth
Become a magnet for top talent
Hybrid cloud adoption is accelerating within the financial services industry. Just recently IBM led a financial services focus group meeting with 20 banks and insurance companies. All of them indicated that they will be accelerating adoption of cloud technology over the next 12 to 18 months.
Published By: IBM APAC
Published Date: Sep 30, 2019
Digital technology is changing the financial services industry rapidly with automated process, AI insights, customized experiences, new operating models and next generation applications. In such a scenario how should banks innovate and stay ahead of the game?
This e-book will provide you the best strategies and recommendations for modernizing your IT infrastructure and operations. You’ll learn how to lead disruption and manage rapid change for your bank, its operations and its customers.
Here are the five key takeaways:
• Personalize customer experiences by maximizing your data
• Borrow strategies from open banking and new business models
• Step up your security game
• Drive innovation from the inside out
• Design an agile infrastructure to support participation in new digital marketplaces
Find out more in the e-book.
In the financial services industry (FSI), high-performance compute infrastructure is not optional; it’s a prerequisite for survival. No other industry generates more data, and few face the combination of challenges that financial services does: a rapidly changing competitive landscape, a complex regulatory environment, tightening margin pressure, exponential data growth, and demanding performance service-level agreements (SLAs).
When you choose Frontier as your partner, your bank or financial services firm can take advantage of this experience and our extensive portfolio of network and equipment solutions. We will work closely with your team to assess your current situation, determine future communications requirements, and select products and services that fit into your timeframe and budget. What’s more, Frontier backs everything up with local customer support.
Adobe article that condenses/highlights key findings from the Econsultancy Digital Marketing in the Financial Services and Insurance
Sector 2017 Study, an in-depth, 5000+ word report covering FSI executives’ opinions on:
– General trends in retail banking, investment banking, and insurance
– Internal structures their companies are using to execute digital transformation
– The biggest threats/disruptions in the industry
– The biggest priorities in 2017 (leaders are focusing on both customer retention and customer acquisition, mainstream is focusing just
on customer retention)
– Main sources of sales and leads (digital + mobile are steadily increasing sources)
– Digital marketing budgets & investment areas (leaders are investing more in digital marketing automation and analytics)
– Use of the cloud and AI to automate analysis and marketing
– The importance of multichannel personalization
– Innovation in the types/formats of products/services provided (leaders are focusing on i
As of May 2017, according to a report from The Depository Trust &
Clearing Corporation (DTCC), which provides financial transaction and data processing services for the global financial industry, cloud computing has reached a tipping point1. Today, financial services companies can benefit from the capabilities and cost efficiencies of the cloud. In October of 2016, the Federal Deposit Insurance Corporation (FDIC), the Office of the Comptroller of Currency (OCC) and the Federal Reserve Board (FRB) jointly announced enhanced cyber risk management standards for financial institutions in an Advanced Notice of Proposed Rulemaking (ANPR)2. These proposed standards for enhanced cybersecurity are aimed at protecting the entire financial system, not just the institution. To meet these new standards, financial institutions will require the right cloud-based network security
platform for comprehensive security management, verifiable compliance and governance and active protection of customer data
Published By: Dell DnCP
Published Date: Nov 20, 2018
Forrester Consulting conducted a Total Economic Impact™ (TEI) study to provide readers with a framework to evaluate the potential financial impact of Dell UltraSharp monitors above 27” on their organizations. To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed one customer from the global financial services industry with experience deploying Dell monitors. This summary is based on a full TEI study, which can be downloaded here.
We are in the midst of a global productivity crisis. The IMF estimates that if productivity growth had followed its pre-2008 financial crisis trend, overall GDP in advanced economies would be about 5% higher today. However, to blame everything on the financial crisis is misleading. The overall trend in productivity growth is stagnant and has been on a downward trend for the last several years.
This is costing the U.S. a staggering $450–$550 billion a year. In the U.K., concern is such that there have been calls for the government to set new targets and create an independent watchdog to monitor progress to improve national productivity.
There is also a workforce engagement crisis. Most people are simply not engaged at work, with industry research showing that typically 66% of people are either partly or not engaged at all at work. This means that only 1 in 3 people at work are fully motivated and productive.
Yet most companies are oblivious to this fact. Some run annual emplo
Published By: Sage EMEA
Published Date: Dec 19, 2018
We are in the midst of a global productivity crisis. The IMF estimates that if productivity growth had followed its pre-2008 financial crisis trend, overall GDP in advanced economies would be about 5% higher today. However, to blame everything on the financial crisis is misleading. The overall trend in productivity growth is stagnant and has been on a downward trend for the last several years. This is costing the U.S. a staggering $450–$550 billion a year. In the U.K., concern is such that there have been calls for the government to set new targets and create an independent watchdog to monitor progress to improve national productivity. There is also a workforce engagement crisis. Most people are simply not engaged at work, with industry research showing that typically 66% of people are either partly or not engaged at all at work. This means that only 1 in 3 people at work are fully motivated and productive. Yet most companies are oblivious to this fact. Some run annual employee sa
ENGAGE AND SATISFY FINANCIAL SERVICES CUSTOMERS
In order to stay relevant and retain today’s “always-on”, mobile customers, financial institutions must prioritize and innovate. According to a recent Akamai FinServ industry survey conducted by TechValidate, almost half of the respondents are “behind” or “slightly behind” their peers with regard to their mobile capabilities.
Download a free report with detailed findings and takeaways from the survey to find out how to maximize customer acquisition, increase retention, and drive card usage. You’ll also learn:
- Current mobile strategies and barriers to adoption
- The right metrics to measure success
- The most important factors in a mobile banking experience
The attacks and tools being used against financial
services organizations are part of a complex
ecosystem. This may seem like an obvious statement
at first glance. When you read most industry reports,
they tend to focus on a single aspect of the whole
ecosystem, as if it were unrelated to other types of
attacks. To be honest, we’ve been just as guilty of
having a myopic view of attack traffic as anyone else.
We wanted to do something different for this report.
Instead of looking at a single type of attack, we
stepped back to look at attacks against banks, credit
unions, trading companies, and other organizations
that make up financial services as a whole. Most
defenders only see a very small segment of the
overall traffic, whether they’re the target or the
vendor supplying defensive tools. The breadth of
Akamai’s products and our visibility into a significant
portion of Internet traffic allows us to research
multiple stages of the attack economy.
In the spring of 2015, the IDC organized a study on the business value Vblock systems bring VCE customers. The organizations that took part in this study ranged from 400 employees to 200,000 employees, with an average employee count of 27,113. These organizations represent a wide array of industries and countries.
The results of this study were published in the VCE-sponsored IDC white paper entitled, “The Business Value of VCE Vblock Systems: Leveraging Convergence to Drive Business Agility, May 2015”.
This report identifies the challenges faced by financial services industry today and how VCE’s Vblock Systems are being used to address them.
Datacenters are the factories of the Internet age, just like warehouses, assembly lines, and machine shops were for the industrial age. Over the course of the past several years, riding the wave of modernization, datacenters have become the heart and soul of the financial industry, which each year invests over $480 billion in datacenter infrastructure of hardware, software, networks, and security and services.
The financial services industry has been significantly impacted by the increasing use of technology from smartphones to wearables. This transformation in methods of transacting has enabled more personalized engagement, allowing customers to use multiple channels simultaneously to engage in seamless, multi-dimensional banking. This has also increased both the potential and complexity of creating a positive customer experience.
Resistance to change is futile. Financial services are becoming more embedded in the banking customer’s everyday life, driving unprecedented levels of change across the industry. The unfolding digital economy is ushering a new era of technology adoption in banking. From cloud to open banking APIs, these play a defining role in enabling banks to create new digital products and services, refresh the bank branch, find new customer segments, and monetize underutilized data and information assets.
The digital, connected world is fundamentally changing the dynamics of the financial services industry. Consumers expect anytime and anywhere access with a customer experience commensurate with the Internet world, while fintech start-ups disrupt established value chains, driving a need to deliver faster innovation. This is creating tremendous pressure on the network, with escalating demands for performance and agility, while cost control and compliance imperatives remain as dominant as ever. This paper looks at optimal strategies for CIOs and CTOs, exploring how the future network needs to evolve to both drive operational effectiveness and enable business change, while assessing key investment and strategic considerations for equipping the network for the digital financial institution.
The latest version of CA Project & Portfolio Management facilitates core financial activities with the ease and familiarity of a spreadsheet.
Two years ago, CA began to reevaluate how organizations were leveraging their project and portfolio management solutions. Our goal was to identify ways CA Project & Portfolio Management (CA PPM) could better serve every user, from project, resource and financial managers to executive decision makers and team members.
CA PPM 15.3 simplifies the job of the financial manager with Microsoft Excel®-like functionality, embedded communication and collaboration features, and direct links to the industry’s most popular reporting and business intelligence tools.