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Here we bring you a fresh view of enterprise, with insights and analysis from the TORI team.

In this day and age, the number of companies that have not considered or implemented cybersecurity protocols yet is astonishing. Perhaps an even bigger concern is the extent to which individuals in senior management and IT roles pose questions such as: “But, why would we need that”? or “It’s not my responsibility, is it”?

Curved Architecture with view of sky and cloud

Given the mass adoption of new technology and adapting to new hybrid ways of working, organisations have been outsourcing more of their mission critical business functions and IT infrastructure to entities (often out of the regulated scope), increasing dependency,  concentrating risk and potentially jeopardising market integrity.

Given the rapid adoption of new ways of working and technologies to support hybrid-working, organisations are now more exposed to sophisticated criminals, increasing the risk of falling foul of their nefarious activities, which could jeopardise critical business information and impact the integrity of the business.

Financial service and financial market infrastructure firms are increasingly relying on a limited number of third parties outside of the sector for business-critical key functions and services. As an example of this dependency, over 65% of UK firms use the same four cloud-based computing service providers! 

Red exit sign mk-s-e

The Year 2021 saw the coining of the term “Great Resignation”; an ongoing labour driven economic trend in which employees are voluntarily resigning from their jobs en masse.

The frequency, sophistication, and potential damage cyberattacks can cause these days are reaching new, all-time highs. The acceleration of digital warfare has been exponential, with recent geopolitical clashes, civil unrest, and the COVID-19 pandemic drastically amplifying attempts by organised cybercriminals to infiltrate data centres, financial service organisations, and critical national infrastructure. If you think cyber-attacks are not a threat to your organisation, then you need to Think Again!

After approximately three years of consultations and one year of carrying out the initial assessment, Operational Resilience remains a “hot topic” for regulated financial entities. While it may seem as if we have passed the first hurdle, the process of building resilience is far from over. In fact, it has only just begun.

 

The consequences of the existing geopolitical conflict between Ukraine and Russia will impact the financial system and the geopolitical stability of countries beyond European borders. 

Heraclitus once wrote, ''The only constant in life is change."  No truer statement has been made, and this is equally applicable to strategic enterprise-wide transformations, which are no longer an option but a business imperative to remain competitive. How will your organisation take advantage of strategic transformation while foreseeing and navigating risks?

With the general price level of goods and services soaring, policymakers are attempting to delve into the root causes of this economic phenomenon, evaluate its effects on the ‘average Joe’, and devise the appropriate policy packages to address the subsequent consequences. 

From barter to currency. From currency to plastic cards, checks and other financial products. From bank books to digital accounts and wallets. From digital accounts to cryptocurrencies. Throughout human history, society has seen the intangible concept of money manifest into various mediums. It is therefore only reasonable that one asks – what does the future hold for financial services?

The pandemic has accelerated digital transformation across all industries (even faster than the CIO agenda), forcing organisations to quickly move key processes to digital environments to retain some level of activity during the disruption. However, this massive and aggressive adoption was executed considering primarily business continuity, with only minimal assessment done in terms of risk exposure and dependencies.

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