THOUGHT LEADERSHIP, THOUGHT THROUGH.

WE ARE WHAT WE THINK

At Capco, we believe that everybody has a voice. We also believe in individuality. That’s why the content and opinions posted on this blog are representative of the individuals within our firm.

COVID-19 IMPLICATIONS FOR RISK MANAGEMENT

While governments’ responses to the COVID-19 pandemic are turning our world ‘upside down’, banks urgently need to adjust their risk management practices, to make them much more flexible and adaptable.

Dr. Martin Rehker and Dr. Stephan Ludwig
29 June 2020

MANAGING A REMOTE FINANCIAL CRIMES COMPLIANCE PROGRAMS DURING COVID-19

Global impacts of COVID-19 have accelerated a digital movement and remote working model for some elements of an anti-money laundering (‘AML’) and sanctions compliance program. This article covers areas where we have seen an acceleration in response to COVID-19, articulates associated risks, and suggests potential solutions to maintain program effectiveness.

Spencer Schulten, Virpa Kulkarni, Harrient Roberts, Enrico Aresu and Geoff Lash
26 June 2019

DIGITAL WINS: WHY ONE OF GERMANY'S LARGEST BANKS IS MAINTAINING PRODUCTIVITY DURING THE CRISIS - AND OTHERS AREN’T

With the spread of the coronavirus and the effects of government response measures, banks had to act quickly in recent weeks. Their focus has been on two challenges - the smooth transition of employees into the home office and the enormous volume of transactions caused by the ‘irritated’ financial markets.

Felix Kreimer, Lara Fries
24 June 2020

THE PROBLEM WITH MINIMUM VIABLE PRODUCTS

Moving beyond band-aids and MVPs allows insurers to achieve goals of longterm growth and sustainability.

Lisa Smith, Lily You and Tijil Dewan
24 June 2020

SEVEN STEPS TO SUCCESSFUL CULTURE CHANGE

In this article, Capco’s Sam Price offers a seven-point framework for analyzing culture change that can lead to concrete actions and improvements for organizations.

Sam Price
23 June 2020

DER KAMPF GEGEN FINANZBETRUG (FRAUD) IN CORONA ZEITEN

Es scheint eine angeborene Verbindung zwischen Krisenzeiten und Kriminalität zu bestehen. Die Betrüger nutzen Unsicherheit und Panik, die die Pandemie verursacht hat, um sowohl Banken als auch ihre Kunden anzugreifen. Finanzinstitute müssen diese Betrüger aggressiv bekämpfen und benötigen dazu die Unterstützung von Behörden und ihren Mitarbeitern, aber tun gut daran, auch den Einsatz neuer Technologien und Innovationen zu nutzen.

Arindam Bhaumik, Carsten Hahn
23 June 2020

HOW INSURERS CAN BOUNCE BACK FROM COVID-19

The COVID-19 crisis has left a deep mark on the insurance industry. In this whitepaper, we share why the industry will never be the same again, and why the businesses that are quick to evaluate the lessons from the current crisis and implement changes now, will be able to be more successful over the longer-term.

Sanjiva Perera and Matt Hutchins
22 June 2020

JUSTICE DEPARTMENT ENFORCEMENT GUIDELINES PROVIDE PLAYBOOK FOR EVALUATING FINANCIAL CRIMES COMPLIANCE PROGRAMS

The DOJ recently released updated guidance for evaluating financial institution's financial crimes compliance programs. In this paper, we analyze the three core principles of the updated guidance in greater detail.

Randall Sawyer and Spencer Schulten
19 June 2020

CLOUD TECHNOLOGY: BUILDING A FOUNDATION FOR RESILIENCE AND INNOVATION IN TIMES OF UNPRECEDENTED CHANGE

The cloud has played a key role as firms have mobilized rapidly to counter the operational stress and wider market turmoil arising from COVID-19. Most financial institutions are at some stage in the process of cloud adoption and are already benefiting from some of this flexibility, but this is a journey which now needs re-assessing. In this paper, we outline what the real benefits are and how institutions can make the most of them.

Alec Doran, Jan Leverenz and James Arnett
19 June 2020

INVESTING IN DYNAMIC KYC: ARE BANKS’ CURRENT KYC PROCESSES WRITING CHECKS THEIR BODIES CAN’T CASH?

An effective KYC function is critical to every bank’s financial crimes compliance program. However, legacy processes and controls have resulted in fragmented capabilities whose inefficiencies require a high cost to sustain. Taking a step back to identify opportunities to increase KYC effectiveness, and then making the right investments, can pay significant dividends.

Spencer Schulten
19 June 2020