aps ASSURANCE PROGRAMME SOLUTIONS

CHANGE & TRANSFORMATION SPECIALISTS FOR THE FINANCIAL SERVICES INDUSTRY

Digital Transformation & Innovation

March 2019

2

APS: Disruption has happened across the board with no signs of stopping

• 80% of us check the phone within 15 mins of waking and 90% keep it within 3ft of us - day and night (IDC)

• Approximately 40m messages/ minute sent on What’s App (WhatsApp)

• 6.4 billion connected things in 2016, up 30 percent from 2015 with an estimated 20.8 billion by 2020 (Gartner)

• c. $2trillion will be spent on Digital Transformation in 2019 -more than half of this will be on Workplace initiatives and Op Model transformation (IDC)

• Within investment management 68% are planning to invest more into their websites with 49% planning to spend the same as on security issues (Kurtosys)

Everyone (end everything) is constantly

connected

Startups and FinTechscontinue to proliferate

Digital spend continues to increase

• There are now more than 8,000 Fintech companies globally –4000 of these in the UK and US (INSEAD)

• In the UK $1.8bn (£1.3bn) of cash went into Fintechs in 2017, a rise of more than 150 per cent on 2016 and a bigger increase than either the US or China.

3

APS: 4 key trends are driving Organisations to innovate

Flexible Technology and Data Increased and improved connectivity of data facilitates real time analytics based on accurate data, while Cloud and SaaSsolutions can enable Asset Managers to build flexible and scalable infrastructure all of which form the basis of Digital, Machine Learning and AI offerings.

Changing Customer Expectations

Today’s customers have completely different expectations set by ‘Silicon Valley’ companies -- they want access wherever they are, whenever they want and on whatever device (or channel); combined with simplicity, transparency, engaging and relevant content; and a greater say over how their money is managed.

Cost and Margin Pressures

Costs and challenges associated with scaling legacy systems is driving many firms to review their operating models. Regulatory changes including RDR, FATCA, MiFID II and GDPR have put even more pressure on firms to capture, retain and retrieve data driving up the costs of compliance while downward pressure on feescontinues from both regulators, low cost ETFs and disruptors

Emerging Competitors – and partners

New entrants are defining the new standards for client experience and challenging the status quo with innovative business models while large incumbentsare launching their propositions forcing others to follow or risk being left behind. As fintechs adapt their business models yesterday’s competitor becomes today’s potential partner

£Digital

4

APS: AI and Machine Learning has been dubbed as the “fourth industrial revolution”…

Simple: back office robotic automation, recommendation engines and voice recognition

Complex: advanced analytics and self-

teaching AI

01010101011010110100`0010101010101010101001010101011010110100101010101010101010

5

APS: …Opportunities exist for Organisations to harvest the potential

Improve efficiency

Enhance client

experienceLower risk

Free up time to spend speaking to clients, improving the quality of service

Perform simple tasks in an automated way, without

need for human input

Analyse more information, more quickly than a human could process

Make decisions in a reasoned, impartial way –removing emotional response

Use predictive analytics to identify and avoid

potentially costly risks

Remove human error in investment and

operational processes

Anticipate and proactively respond to client needs

Interact with existing and potential clients in a more targeted way

6

APS: Power has shifted to those who own the customer experience

Age of Manufacturing

Age of Distribution

Age of Information

Age of the Customer

Dominant Companies

Sources of Dominance

1960 - 1990s 1990 - 2010s1900 - 1960s 2010 - 2020s

7

APS: FinTechs are disrupting the the market – primarily around CX and Price

Sign Up

4-5 minutes

Minimum Investment

$0

Speed of Execution

5 clicks

Fee Transparency

0 clicks

The time it takes to open a Betterment or Wealthfrontaccount

The number of clicks to send money through Venmo --versus 15 clicks through Bank of America

The minimum investment to open an account at Betterment

The number of clicks to view the advisory fees charged by most Robo Advisors

8

APS: As FinTechs proliferate and disrupt the market… they can also be potential partners

Fintech Lands cape POWERED BYDEs ig n ED BYPIERRE DREUX

v ERs iOn 2.0

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• 82% of incumbent Financial Services organisations expect to increase FinTech partnerships in the next 12 months*

• 89% of European incumbents believe their business is at risk from FinTech companies within the next 5 years*

• 55% of FinTech and 40% of incumbent organisations site differences in management styles and culture are the single biggest impediments to successful collaboration*

• “Traditional Financial Institutions are too slow in implementing things. For a startup it takes no time to adapt to new circumstances and make changes accordingly. Incumbents take forever. Integrating with them is a nightmare because they lack the culture, know-how, and they lack the incentive.”

- CEO of a Latin American FinTech

* PWC Global FinTech report 2017

9

APS: Transformation requires developing excellence across 4 building blocks

Simple, Flexible & Scalable Architecture

Shift from legacy systems to flexible open architecture, Cloud/ SaaS, digital

ecosystems and API integrations (including FinTechs and other 3rd parties) to support

the Digital vision

Customer at the heartAn obsessive customer-centric

mindset and approach to deliver seamless, omni-channel

experiences (to bother external and internal customers) building in

regular dialogue with customers for feedback and product innovation

A Culture of Innovation

An entrepreneurial culture and environment where ideas are rapidly

trialled and tested before progressing to implementation and iterative

improvement

Data at the coreHarnessing structured and

unstructured data from within the organisation as well as

external sources to develop insights and drive customer-

centric propositions, Machine Learning and AI solutions

APS: Starting from the customer and business needs to deliver the solution

9. Prioritization Map

5. As-Is/To-Be Experience

Assessment

6. Experience Analysis

1. Business Priorities & Design

Principles

3. Architecture Review & Diagnostic

2. Target Segments, Goals and

Personas

(identifies the service gaps and greatest

opportunities to impact customer experience)

7. Treatments & Opportunities 10. Sketches and storyboards

(high-level e ’ts across the operating model

and architecture)

8. Target State Capabilities

(identify the best tools to offer e.g. front-end

functionalities, triggers, digital capabilities)

(Guiding rules for defining to be customer

journeys and strategic KPIs – align to business

goals)

13. Roadmap & KPis

11. Visual and

UX designs

(prioritised journeys, quick

wins and big wins)

KPIs (customer & business);

ways to measure; set baselines

and targets

Front-line staff

interviews

12. User Stories, Process Flow,

Business Re ’ts & WireframesFuture State – Change of Circumstance

Syste

ms

Cu

sto

me

rB

ran

ch

M

an

ufa

ctu

rin

g

No

Yes

Enter change

including primary

contact details

Receive

confirmationDetails correct?

CROSS SELL

PROCESS

Establish scope

and type of

change

(address, phone

# etc)

Offer customer

confirmation via

channel of

choice

Submit change

of circumstance

Explain

requirement

Identify & verify

customer

Scan CHIP and

PIN card

Trigger and store

cross sell lead

Apply change

across products

selected

Confirm effective

date to apply

change

Action and close

lead (book

appointment /

cross sell)

Generate

confirmation to

customer via

channel of

choice

Generate

appointment in

diary (if

applicable)

Correspondence

reflects

requested

change

Explain

requirementEnd

Target Processes

HL Re ’ts

Wireframes

Articulate Business Goals Customer Priorities, Review Current State Define and Iterate Customer Journeys (As-Is and To-Be)

Assess Experience Gaps

Determine Opportunities & Required Capabilities

Define Business Requirements, Benefits

& Roadmap

Customer Focus Groups

Desktop research and

Analytics deep-dive

4. Mo e ts of T uth A alysis

5.

Imp

lem

en

t

(pinpoint the differentiators/ must haves vs.

nice to haves? Score features on customer

impact, delivery complexity and cost)

Omni-Channel Journeys to highlight moments of

pain and delight

11

APS: Supporting your Digital transformation from vision to implementation

Digital Operating ModelFuture Visioning Delivery SupportRapid Prototyping

Workshop with Senior Leadership and key

stakeholders to review industry best practice, explore the ‘art of the possible’ and define future

state vision

EXAMPLE DELIVERABLES

• Visioning Workshop write-up

• Themed requirements summary

• Differentiation / segmentation analysis

• Best practice & trends analysis

• Customer Personas and Journeys

• Tech landscape/ architecture

EXAMPLE DELIVERABLES

Future Visioning Digital Operating Model

Development of a target state Digital operating model and supporting

processes to establish best in class digital capabilities. Definition of a supporting transformation plan to move from current to end-state

• As-is operating model review

• Operating model definition

• Process design / re-engineering

• Quick win and long term transition plan

EXAMPLE DELIVERABLES

Rapid Prototyping & Proof of Concepts

Development of customer centric ideas into low and high fidelity prototypes and the evolution of

these through to proof of concepts to rapidly deliver

minimum viable products (MVPs) to assess the viability of ideas

• Initial digital prototype created

• Technical development of MVP and ongoing stakeholder & QA testing

• Two-week live testing with real stakeholders

EXAMPLE DELIVERABLES

Project management and business analysis and testing support to ensure the solution

is delivered in a way that maximises user adoption and improves business outcomes.

Delivery Support

• Visual and UX Designs

• Project structure documentation

• User Stories

• Testing plan and documentation

• Training documentation

2

APS: Digital is moving towards a more holistic approach

Manual Electronic Automated Connected Integrated

Fund

Management

Data

Management

Relationship

Management

Sales &

Marketing

Paper ledgers & trade tickets

Physical paper records

Separate specialised fund

management tools

Client-led information

demanded

Information

on-demandAsset Manager led information

given

Generic tools

Connected fund

management tools

All interaction in person Targeted approach

Annual updates

Electronic records Golden source recordsMachine Learning

Risk &

Compliance

Sample based

manual reviewsSample based

electronic reviewsException based

investigations

Dynamic

monitoring

Main interaction in person1:1

APS Digital will help clients achieve a more connected and integrated business.

12

A S S U R A N C E P R O G R A M M E

S O L U T I O N S

Change & Transformation

Specialists for

Financial Services

UNITED KINGDOM:ASSURANCE PROGRAMME SOLUTIONS

CONTACT US:APS OFFICE NUMBER: +44 2380 302490 OR

EMAIL: CONTACTUS@APSOLUTIONSUK.COMWWW.APSOLUTIONSUK.COM

6 LLOYDS AVENUE, LONDON EC3N 3AX

APS are Change & Transformation Specialists in the Financial Services industry.

Our mission is to break the compromises that organisations face when using Consultancies, by

being a trusted partner to deliver system integration in the rapidly changing landscape of innovation, moving to the cloud, digital delivery and platform

delivery across Financial Services.

Since our creation, our passion for delivering business success for our clients has driven our vision,

our company and every member of our APS Consulting team, priding ourselves on delivering projects on time, budget and to the institutional

quality expected.

A B O U T U S A P S

S E R V I C E

O F F E R I N G

Consultancy

Resourcing

Managed Services

Professional Services

A P S

C O M P A N Y V I D E O

https://youtu.be/lRW8SOf4UjY