PricewaterhouseCoopers’ Financial Services Research Institute (FSRI) provides new intelligence, perspective, and analysis on trends affecting all financial services sectors, including banking & capital markets, insurance, investment management and real estate.
The Institute helps executive decision makers and stakeholders navigate change through a process of fact-based research and collaborative exchange that draws on our network of professionals with day-to-day experience in the financial services industry.
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The privacy paradox: The challenges of locking down data in an open world
The burdens and risks associated with privacy-related compliance are significant. Nonetheless, with the need to collect personal information a business imperative, the question is how can firms effectively protect the information entrusted to them by customers and employees in today’s increasingly complex, global business arena? A fragmented approach to privacy compliance has become inadequate and outdated, let alone inefficient. Instead, firms must address customer demand, competitive pressure, and stringent, ever-changing regulatory requirements with a comprehensive, integrated privacy and data protection program.
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Are you ready? Addressing the baby boomer retirement and intergenerational wealth transfer events
Baby boomers need a great deal of help in managing their assets, planning for their financial future, and transferring their assets to their beneficiaries. In order to address the growing volume and evolving complexity of baby boomer retirement needs, wealth managers need to develop (1) a firm-level strategic plan that provides a crisp roadmap for client-focused organizational management around people, processes, and technology; and (2) client-level plans that map out the financial requirements for clients to meet their goals for retirement, education, estate and trust planning, healthcare, risk management, real estate, and charitable giving.
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Harvesting value while reducing costs: A rapid approach to organizational restructuring
Financial services executives view access to key talent as a crucial source of competitive advantage. As CFOs carry out cost-cutting initiatives, they cannot afford to risk cutting the wrong people. Using a staged approach to cost reduction enables companies to build on quick wins and gradually create a culture of cost management. Value-based organizational restructuring, which quickly generates cost reductions without sacrificing valuable talent, can help fund subsequent reduction efforts, including sourcing, process reengineering, and technology automation, while optimizing the long-term value of the organization and its talent.
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