Transforming financial institutions through technology innovation and operational change / by Joerg Ruetschi.

ABOUT THE AUTHOR
JOERG RUETSCHI, PhD, is a value creation and turnaround specialist at the intersection of finance and technology. He has nearly 20 years’ international experience in banking and finance and holds a doctorate in finance, a Certified Turnaround Professional certification, and is a Chartered Financial Analyst.

Includes bibliographical references and index.

TABLE OF CONTENTS
About the Author xi

Introduction 1

Part One Managerial Fundamentals

Chapter 1 Strategic Decision Making 7

1.1 Strategic analysis 7

1.1.1 Hypothesis-driven problem solving 8

1.1.2 System theory 12

1.1.3 Coherence 13

1.2 Strategic planning 17

1.2.1 Roadmap 17

1.2.2 Impact assessment 17

1.2.3 Strategic options and portfolio choices 20

1.2.4 Action and response plan 21

1.3 Operational excellence 23

1.3.1 Operating model 23

1.3.2 Balance scorecard 24

1.3.3 Best practice and benchmarking 26

1.4 Business performance improvement 26

1.4.1 Portfolio optimisation 27

1.4.2 Divestments and disposals 28

1.4.3 Front-to-back optimisation 28

1.4.4 Cost reduction 29

1.4.5 Technology replatforming 31

1.5 Merger and acquisition 32

Chapter 2 Financial Decision Making 35

2.1 Financial analysis 35

2.1.1 Financial statements 35

2.1.2 Financial ratios 44

2.1.3 Leverage analysis 46

2.2 Financial valuation 47

2.2.1 Valuation methods and principles 48

2.2.2 Valuation models and techniques 53

2.3 Financial modelling 61

2.3.1 Risk and return 61

2.3.2 Asset pricing 68

2.3.3 Contingent claims 74

2.4 Financial stress 86

2.4.1 The cycle of financial stress 86

2.4.2 Liquidity risk 88

2.4.3 Market dislocations 90

2.4.4 Systemic crises 96

Chapter 3 Asset-liability Management 101

3.1 Risk transfer 101

3.1.1 Principles of risk-taking 101

3.1.2 The pricing taxonomy of risk 102

3.2 Financial engineering 116

3.2.1 Cash instruments 117

3.2.2 Forwards and futures 120

3.2.3 Swaps 124

3.2.4 Options 132

3.2.5 Securitisation 138

3.3 Risk management 141

3.3.1 Enterprise-wide risk management 142

3.3.2 Value-at-risk 143

3.4 Capital management 145

3.4.1 Capital adequacy 145

3.4.2 Capital structure 145

3.4.3 Funding mix 147

3.4.4 Capital allocation mechanism 148

3.5 The Basel framework 149

3.5.1 Historical context and development 149

3.5.2 Methodological framework 150

3.5.3 Regulatory capital 151

3.5.4 Risk-weighted assets 154

3.5.5 Liquidity requirements 161

3.5.6 Additional regulatory considerations of the G20 reform 163

Chapter 4 Technology Management and Innovation 165

4.1 Financial technology management 166

4.1.1 Traditional role and innovation 166

4.1.2 Targeted replatforming 167

4.2 Emerging technologies 168

4.2.1 Software and infrastructure 169

4.2.2 Artificial intelligence 173

4.2.3 Distributed ledger technology 177

4.3 The transformational impact of financial technology 182

4.3.1 Operational efficiency 182

4.3.2 Augmented decision making 189

4.3.3 Digital financial innovation 193

Part Two Repositioning Financial Institutions

Chapter 5 Turnaround and Transformation 203

5.1 Reorganisation and wind-down 204

5.1.1 Legal principles 205

5.1.2 Reorganisation and wind-down of financial institutions 212

5.2 Turnaround process 217

5.2.1 Crisis management 217

5.2.2 Turnaround plan 220

5.2.3 Financial restructuring 223

5.2.4 Operational restructuring 228

Chapter 6 Value Creation and Growth 231

6.1 Intrinsic value 231

6.1.1 Growth initiatives 232

6.1.2 High-impact situations and the M&A transaction life cycle 233

6.1.3 Value creation plan 241

6.2 Value optimisation 244

6.2.1 Commercial optimisation 244

6.2.2 Operational optimisation 246

6.2.3 Financial optimisation 247

6.3 Value realisation 248

6.3.1 Governance and central programme management 248

6.3.2 Operational blueprint 250

6.3.3 Targeted implementation 254

Part Three Conclusion

Chapter 7 Rebuilding the Global Banking Industry 259

7.1 The industry’s change and growth agenda 259

7.2 The transformational impact of technology 261

7.3 Specialisation and inclusive risk transfer 262

Afterword and Acknowledgment 265

Bibliography 269

Index 275

"Strategy is a very broadly used term applied in military, political to business situations. Lawrence Freedman illustrates in his book "Strategy - A History" the origin of strategy though mythical figures, politicians and business leaders. They all have in common to take decision under uncertainty and confusion of the human affair. Strategic decision making aims to clarify in these moments of uncertainty with an applied set of problem-solving principles. It is therefore a problem-solving methodology that is applied to complex, unstructured and multi-dimensional issues, driven by the uncertainty of human behaviour and decision making. Max McKeown specifies in "The Strategy Book" that strategy is about shaping the future by which people attain desirable ends with available means. Authors such as Igor Ansoff, Henry Mintzberg and Michael Porter established during the last 50-60 years a corporate discipline that aims to combine a rigorous planning approach with adaptability to the circumstances given the uncertainty of the situation"-- Provided by publisher.

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