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

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.

The global macroeconomy is in a state of shock: supply chains are broken, global unemployment is on the rise and concerns about inflationary pressures are building up. Although governments are now trying to enhance the recovery momentum, the uncertainty and pessimism regarding the future trajectory of the economy are a major challenge for policymakers in designing the appropriate economic packages (both in scope and intensity) to bring markets back to an equilibrium. 

The Financial Stability Report, published by The Bank of England in July 2021,  presented the Financial Policy Committee (FPC) view that additional policy measures are required to mitigate financial stability risks for Financial Service companies using Cloud service providers.

On 14 July 2021, 16 Trade Associations wrote to the European Commission and ESMA requesting that the Mandatory Buy-In (MBI) component of the CSDR Settlement Discipline Regime should not be implemented on 1 February 2022. This request only related to MBIs and not to the other components, including cash penalties.

Following the seismic and unprecedented changes that the Covid-19 pandemic has brought to our everyday lives, the emergence of new ways of working can arguably be seen as an inevitable adjustment to an unexpected, yet profound shift in the status quo.

The COVID-19 pandemic has brought seismic changes to organisational ways of working, with many abruptly shifting to working remotely, or differing working practices, last March.

Too smart to fall for cybercrimes? Maybe you need to reconsider.

Well here we are in the middle of our second lockdown, very different from the first lockdown.  Waking up in the dark and finishing work in the dark.  For some there are also the added stresses of home schooling and the news of new strains of the virus. Waiting to hear when we will all get our vaccine, wondering whether it will work, when will this all end, what will normal be… ??

Following the first lockdown in March everyone I spoke to was extremely upbeat not only about the flexibility afforded by working from home but also the fact that performance and productivity was hitting all-time highs. The picture now being painted as we head towards Christmas and year-end is quite different.  People are reporting burn-out and ‘Zoom fatigue’ from the intensity of home-working where 12 hour days with little downtime or social interaction has become the norm.  People are beginning to miss the commute as an opportunity to switch off!  Productivity is now falling, and in many

As lockdown rules are eased and plans are being drawn up for a return to work, the focus has very much shifted from BCP execution and crisis management to re-baselining plans for H2 and moving forward with the business agenda.  This is of course good news for all.  However, before we all get too carried away with the idea of sunnier times to come, a healthy dose of introspection is needed: while most firms managed to get people working remotely from home during the first two weeks of lockdown, courtesy of corporate credit cards and a quick trip to PC World in a number of instances, the idea

Over the past few months, we have all had to make changes to the way we live, work and interact with one another. The global health emergency has expedited a paradigm shift in individual behaviours and demand for digital services. Across the business landscape, fortunes have been polarised; some have seen demand for their products and services skyrocket, others have seen their pipeline plummet dramatically…