Payments solutions for the innovation era: A renewed commitment to our cooperative system
|
|
- Delphia Barton
- 6 years ago
- Views:
Transcription
1 Payments solutions for the innovation era: A renewed commitment to our cooperative system We are pleased, after extensive research and consultation with members and stakeholders, to share our path forward for a consolidated approach to a robust payments strategy that will provide value for credit unions and other financial institutions across Canada. Over the past two months, we have engaged more than 130 credit unions and other system partners as part of a thorough review of our Digital & Payments business. Their views, concerns and aspirations have informed the strategy that we share with you today, and we are grateful for their contributions. Our vision for payments solutions Our vision renews our commitment to the cooperative system in Canada: We will collectively build the preferred Digital and Payments partner to credit unions and provider to other financial institutions across Canada, creating a competitive edge for our users through client-centred design, market-leading speed and innovation, and proactive stakeholder engagement and partnerships. Our process We defined our strategy through a broad consultative process and rigorous self-reflection to identify where we need to change, including: Engaging more than 130 credit unions, system partners and others, including the regulators Learning directly from the experience of others in Australia, Europe and North America Evaluating our own product and service capabilities, and development process Reviewing our organization and operating model critically Through this process, we received direct and often humbling feedback from our members and others. We understand credit unions want us to do more to create value for them collectively, and we are committed to accelerating the necessary changes. Our members and other credit unions We continue to focus relentlessly on enabling credit union success in Canada. To do so, we will: Accelerate our development of market-competitive and market-leading products, giving credit unions real input and choice into the capabilities they want from us Improve our pricing transparency and market-competitiveness, by continuing to leverage benefits of scale across the system and reducing costs as a result Build a deeper service-oriented culture that enables Central 1 to be seen as a proactive and value-adding partner to credit unions and others Maintain an integrated payments, settlement and clearing business to minimize costs and risks, and use this base as a competitive differentiator for potential partners (e.g., FinTechs) who can bring value to the credit union system Grow our product and service offering among small financial institutions, as a way of strengthening our innovation agenda, improving credit union pricing, and reducing the call on member funding
2 Increase the transparency of communication with our members and others, including on our product roadmaps, partnerships, and new capabilities The cooperative system We are committed to building a more competitive future for the cooperative system over time one that provides benefits to all credit unions and enables their success. This includes: Providing price harmonization and sharing the economic benefits of scale Continuing to explore options for all credit unions to participate in ownership Welcoming participation in the governance of Digital & Payments by enabling representation on our Technology Committee Accelerating the system s adoption to technological and payment system modernization, through our existing assets and relationships Encouraging equitable integration with system payment providers Our transformation journey Executing this strategy will require significant time, resources, and a sustained commitment from our Board, management and employees. Equally, it will require trust from our members and other credit unions a confidence we know needs to be rebuilt, and that we are asking for today. Effective today, we are creating a Transformation Office at Central 1, led by the Interim CEO and reporting to the Board. This group, with external expert support, will be responsible for driving our change agenda internally and externally. It will include specific initiatives around communications and stakeholder engagement, sales performance, process redesign, product roadmap, pricing and partnerships, among others. We will provide regular updates on our transformation, with a focus on the practical changes we are making to improve the quality and speed of our services. In parallel, we are continuing our search for our permanent CEO. With the departure of Oscar van der Meer, Chief Technology and Payments Officer, Central 1 will immediately begin a search for a new Digital & Payments leader. We recognize the important work and the value brought to the system by the CEO Payments Strategy Committee from both a collaboration and operational perspective, and our goal is to continue to support this work and successfully build on the key work streams already in progress. We will also continue the process to enable system participation and partnership in a national, regulated payments provider, working closely with willing partners across the country. We expect that this process will take a further two to three years, given the regulatory, legal, operational and economic changes that need to be considered and risks mitigated. More detailed information about our approach to transforming our model to a Digital & Payments solutions platform is in the attached presentation. We look forward to transforming our organization and recommitting collectively to the shared success of the credit union system in Canada. Over the coming weeks, we will be openly discussing our digital and payments strategy with the credit union system and welcome your input. Thank you. Rick Hoevenaars Board Chair Central 1 Credit Union Marilyn Mauritz Interim President & CEO Central 1 Credit Union
3 Payments solutions for the Innovation Era A renewed commitment to our cooperative system September 11, 2017
4 The credit union system in Canada will benefit from scale in payments The digital age is driving scale benefits: Payments solutions providers need to evolve: 1 Customer acquisition from network Platform driven operating model effects 2 Lower costs Increasingly open architecture 3 Use of Big Data (reduce risk, Agile and responsive to client analytics) needs 4 Strategic partnerships and Market-driven value propositions innovation Canadian credit unions will benefit most from a national payments solutions provider at scale 2
5 Five insights from our studies of payments providers around the world The most successful players in the cooperative ecosystem are often those who compete with the market 2 3 Leading firms have figured out how to make rapid decisions and allocate scare resources among competing interests 3 4 Client-centricity is as much about what you do as how you are perceived to be doing it Leading firms are making deliberate choices around clients, value proposition, operating model and organization There is no conflict between being a regulated entity and being innovative leaders have made it an advantage SOURCE: Expert network interviews; Central 1-Cuscal April 2015 meeting 3
6 Case study: Cuscal launched a three-year transformation in Target non-credit union customers Open up ownership Integrate end-to-end value chain 2002 vision: Cuscal exists to maximize value to credit unions by providing a range of payments, financial, and advisory services.. Ownership breakdown by 2014: 10% 10% Insourced its switching capability, giving it: Speed and flexibility Cost Control Financial scale Cuscal s vision in 2014: The place leading businesses turn to for winning payments systems, services, and insights Credit Union Members 80% SOURCE: Cuscal public reports, expert interviews 4
7 Case study: Cuscal s success in transforming itself is clear Cuscal has been one of the leading innovators in Australia Its financial results reflect the changes it has made A$ Million Net income, Cuscal s payments division 1 To market with NFC- HCE mobile in Asia Pacific in % p.a. 2 To market in Australia with Android Pay in To market in Australia with Apple Pay in SOURCE: Cuscal public reports, expert interviews 5
8 Our vision for Digital and Payments We will collectively build the preferred Digital and Payments partner to credit unions and provider to other financial institutions across Canada, creating a competitive edge for our users through: Client-centred design Market-leading speed and innovation Proactive stakeholder engagement and partnerships 6
9 What does our vision imply? This means we must be #1 or #2 in market share outside of the Big Five in all product categories #1 or #2 in speed-to-market outside of the Big Five for all major product innovations Focused on enabling credit union success while serving a broader range of clients Committed to building system partnerships to the benefit of all A leader in both client and end-user satisfaction A hub for talent identification, development, and retention A compelling partner to FinTechs and others wanting to serve financial institutions 7
10 We need to transform our model to better meet our member (client) needs ILLUSTRATIVE 1 Large CU Med CU Med CU Small CU Small CU Small FI Fintech Nonbank 2 Bill pay Cards AFT Wires E- transfers Analytics Direct banking Paper Digital & Payments 3 Fintech System partner Fintech System partner 1 We will serve both CU and non- CU clients to maximize scale and system value 2 We will provide choice in our offerings, with products that are individually competitive and collectively comprehensive 3 We will proactively develop partnerships as a platform-first provider, bringing the best capabilities to our clients 8
11 We will transform our client experience in Digital and Payments Choice Give our clients meaningful choice and meet them how and where they want to be served choice cost Cost Focus relentlessly on reducing costs while committing to invest for growth We will offer Confidence Earn, gain, and retain the trust of each of our clients as their valued and preferred partner clarity client-centricity confidence Client-centricity Put the needs of our clients first in our policies, processes, and products while delivering innovation at scale Clarity Communicate transparently and engage regularly with stakeholders to underwrite their success 9
12 Our strategy envisions three horizons: Our focus today is to build strong Lead market Build strong Complete shift to clientcentric model Address payments capability gaps Continue system partnership discussions Open up governance Grow with other FIs Re-engage regulators Launch Transformation Office to drive change Accelerate growth Close gap in products and services to Big Five Reduce pricing through combination of scale and cost take-out Launch new client-guided products/services Explore options to enable credit unions to participate in ownership Continue to grow client base (credit unions and others) Launch market-leading product innovations (e.g., AI driven, data and analytics) Support credit unions to leapfrog modernization transformation (e.g., realtime rail with Payments Canada) Establish distinctive partnerships with leading FinTechs Provide option for ownership to other credit unions and potentially other clients ~3 year journey which will evolve as circumstances change 10
13 Operating model Value proposition Clients Build Strong: Our immediate priority We will Credit unions Clients Footprint Product portfolio Pricing Bundling Partnerships Product development Remain focused on enabling the success of credit unions as our core mission and value We will actively seek to grow our non-credit union client base to drive economics and innovation Provide products and services nationally, across all Digital & Payments capabilities Maximise scale of payments products and services; pick our spots in digital based on member (client) demand and where we can differentiate Move to volume-based pricing for all transactional products and ensure we can provide market pricing or better equitably Share platform/infrastructure costs through a product-specific development fee, but enable both a la carte and product bundling Pursue partnerships where there are scale or capability gaps to be addressed Be client-centric in our product design and development but do not wait for unanimity and move at the speed of the market 11
14 We will not make significant organization changes in this phase, to enable our focus on fixing our foundation and to minimize risk and costs Central 1 Entity structure Shared services Digital & Payments serviced by Central 1 Treasury/Trade D&P What we will do Maintain current legal structure and corporate relationships Update bylaws to permit non-bc and Ontario credit unions as Class A members (pending regulator) Implications No disruption to existing operations; minimizes risks to members Requires genuine commitment to engaging the system meaningfully Governance Representation Technology Committee Seats offered to non-members Management Division EVP reports to Central 1 CEO Shareholders Class A members through Central 1 Voting No change to eligibility or process Create formal divisions in Central 1 to improve P&L transparency Execution needs to be almost flawless and consistent Economic model Economics Commitment to harmonize prices across system as scale acquired 12
15 Practical implications for what our clients will experience Clear and regular communication on product roadmap and expected time of delivery Invitations to participate in peer-topeer discussions to share best practices Better transparency on our pricing and lower prices for our products and services Deliberate efforts to engage them in product design and development Our clients will experience Proactive thoughtpartnership to help them advance their own agendas Real choices in the products and services they use Products and services that meet their needs and lead the market 13
16 Delivering this transformation requires a significant change From Acting as a regional support utility for the credit union system Being a follower in delivering solutions comparable to the banks Providing limited choice and standard bundles in product and service selection Providing inconsistent communication, creating perceptions of lack of engagement Taking a more reactive approach to interactions with select stakeholders Having a bias towards in-house solutions and highly-bespoke development Operating with an inward-looking internal culture that can be slow to react to change Undervaluing growth opportunities that do not pose an immediate risk to core stability Demonstrating inconsistencies in quality of execution that reduce system trust Having unclear roles and responsibilities that diminish employee accountability To Leading as a national innovation hub and solutions partner for credit unions and other financial institutions Being an innovative leader in delivering cutting-edge solutions ahead of the banks Providing a wide range of products and services with customized packages Communicating about engagement channels regularly to keep clients informed & involved Proactively engaging all stakeholders to ensure an open and collaborative dynamic Taking an open platform approach that actively seeks to partner with best-in-class providers Leading with an innovative and adaptive mindset that builds trust and attracts top talent Having a commercial, sales-focused culture that aggressively pursues new opportunities Ensuring consistent excellence in execution with rigorous quality controls in place Assigning owners with clear accountabilities and KPIs to empower our employees 14
17 We have launched a Transformation Office with five guiding principles What is the Transformation Office Five guiding principles Acts as nerve centre for our transformation Brings together colleagues from across Central 1 Drives sense of urgency to change quickly Focus on execution excellence Ensure ruthless prioritization of efforts that matter Tone from the top High bar Nothing is sacred One team, one target Self-funding 15
18 How our members and other credit unions can participate going forward PARTNER WITH US CHALLENGE US TALK TO US We want your help join our advisory committees or participate in our product development sprints Share with us the kinds of changes you would like to see, products that you want developed, or initiatives you want rolled out Engage in our virtual sessions, visit us, or meet our D&P Leaders and Relationship Managers so that we can learn more about your needs and share with you ways in which we can help 16
19 Questions or comments? Thank you 17
It starts today. Chief Executive Officer s Message
It starts today Darryl White Chief Executive Officer BMO is on the move. Adapting. Innovating. Working hard to anticipate customers expectations and deliver value to shareholders. Always. Now it s year
More informationOPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS
OPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS New and disruptive competitors are wooing bank customers with easy, personalized, fits me interactions
More informationTHREE-YEAR STRATEGIC PLAN UPDATE v1
THREE-YEAR STRATEGIC PLAN UPDATE v1 FY2017-FY2019 OUR STRATEGY To develop future professionals through relevant and accessible credentialing programs 100% Member Market Penetration To deliver member value
More informationDIGITAL CASE STUDIES
DIGITAL CASE STUDIES 1 Digital Banking with an Internet-Only Bank Digital banking is at a tipping point, our clients are looking for support to create new digitally disruptive services while complying
More informationCindy Forbes. Executive Vice President & Chief Analytics Officer
Cindy Forbes Executive Vice President & Chief Analytics Officer Manulife operates globally and offers suite of financial products and solutions 4 th largest life insurer in North America 13 markets including
More informationGlobal digital telecom playbook
Global digital telecom playbook Telcos reinvent themselves in the digital age The digital revolution is now well underway. Connected lifestyles are the norm as new use cases proliferate and data traffic
More informationBolder IT Town Hall. Prepared for Deans, Directors and Chairs. Rob McCurdy May 8, 2018
Bolder IT Town Hall Prepared for Deans, Directors and Chairs Rob McCurdy May 8, 2018 Agenda Special Focus: IT Organizational Alignment Principles and deliverables of the program Spartan Common Core Service
More informationToday s Financial Consumer: Open for Business
Today s Financial Consumer: Open for Business Bank consumers will ultimately decide the future, so for the past four years CGI has been researching consumer perspectives on digital banking annually. CGI
More informationBack to School for Business Services how to get it right?
Back to School for Business Services how to get it right? CORE conference November 8, 2016 1 Shared Services and Outsourcing Advisory WHO WE ARE KPMG s Shared Services and Outsourcing Advisory practice
More information4/26. Analytics Strategy
1/26 Qlik Advisory As a part of Qlik Consulting, Qlik Advisory works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics
More informationBe a Hero in Boom Times Not Just in Bust Times
Be a Hero in Boom Times Not Just in Bust Times BE A HERO IN BOOM TIMES NOT JUST IN BUST TIMES Patrick Connaughton Research Director, The Hackett Group The Hackett Group The Evolving Business Environment
More informationStriking the Balance Between Risk and Reward
Experience the commitment Striking the Balance Between Risk and Reward in payments modernization Staying competitive in financial services requires meeting everincreasing customer expectations for digital
More informationThe Marketing Transformation Imperative
1 The Marketing Transformation Imperative How to Win in the Face of Digital Disruption: The Importance of CMO-CIO Collaboration Jennifer Lacks Kaplan CP Marketing and Digital Transformation Deloitte Mike
More informationAUSTRALIA SUMMER INTERN PROGRAM STREAMS
AUSTRALIA SUMMER INTERN PROGRAM STREAMS Explore your options in Australia Before you apply for the ANZ Australia Summer Intern Program, you ll need to work out what part of our business best suits your
More informationConnected Banking Through Enhanced B2B
White Paper Connected Banking Through Enhanced B2B Sponsored by: IBM Jerry Silva October 2017 IN THIS WHITE PAPER Digital transformation is the driving force behind new initiatives in financial services
More informationInvestor Day Client-driven market approach. Doug McCuaig, EVP, Global Client Transformation Services. CGI Group Inc.
Investor Day 2016 Client-driven market approach Doug McCuaig, EVP, Global Client Transformation Services CGI Group Inc. CGI s go to market strategy is client-centric Listening to our clients We listen
More informationA MESSAGE FROM HUBERT JOLY, CHAIRMAN & CEO
A MESSAGE FROM HUBERT JOLY, CHAIRMAN & CEO 4 Dear Fellow Shareholders: In many ways, fiscal 2017 was another positive and exciting milestone for Best Buy. I would like to share and discuss four reasons
More informationStrategic Program Management in a Disruptive World
AN EXL WHITE PAPER Strategic Program Management in a Disruptive World Written by: Rohan Regis Vice President lookdeeper@exlservice.com Transformation is now taking place across the entire value chain of
More informationCreating value from the open API economy A blueprint for banks
WHITE PAPER Creating value from the open API economy A blueprint for banks Change is inevitable as banks explore opportunities for leveraging open APIs to extend and transform their business models. This
More informationKPMG International. kpmg.com
KPMG Clara A smart audit platform Bringing together our powerful data & analytics capabilities, innovative new technologies and proven audit workflow, we introduce our new smart audit platform KPMG Clara.
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationAIMIA S GLOBAL STRATEGY
1 AIMIA S GLOBAL STRATEGY Rupert Duchesne September 18, 2013 FORWARD-LOOKING STATEMENT Forward-looking statements are included in the following presentation. These forward-looking statements are identified
More informationSpotlight: Your Tax function Automated and empowered
Spotlight: Your Tax function Automated and empowered June 22, 2018 ENTER > > Leading in Welcome to the Tax Function of the we spotlight topics relevant to Tax with a focus on what Tax needs to do now to
More informationBrand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders
Consumer Insight & Empathy: Developing an understanding of consumers behaviors and underlying motivation Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy
More information2018 European Payment Processing Platform Customer Value Leadership Award
2018 European Payment Processing Platform Customer Value Leadership Award 2018 Contents Background and Company Performance... 3 Industry Challenges... 3 Customer Impact and Business Impact... 4 Conclusion...
More informationRegion of Peel Digital Strategy
Region of Peel Digital Strategy 1 2 The Digital Strategy The Digital Strategy defines a shared digital mandate and strategic roadmap for the Region of Peel to meet the growing needs of its residents, employees
More informationThe new focus for the digital CFO
2014 High Performance Finance Research The new focus for the digital CFO Consumer Goods and Services Results Accenture s ongoing research into the role of finance and enterprise performance mastery in
More informationEY Digital Boardroom. Overview. EY Digital Boardroom 1
EY Digital Boardroom Overview EY Digital Boardroom 1 Dear EY community, Markus Heinen Partner, Advisory Services EY GSA The disruption of finance functions is not a reality of the distant future but actually
More informationExclusive Sneak Peek Draft Agenda
Exclusive Sneak Peek Draft Agenda Tuesday May 15th & Wednesday May 16th, 2018 Toronto, ON Fight Fee Compression Gain Market Share Reduce Cost Ensure Revenue Stability Adapt to Change Innovate Products
More informationZurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE
Zurich Financial Services & AMS An evolving partnership April Samulewicz Global Head of Talent Attraction & Recruitment CoE Zurich Mark Smith Client Relationship Director Alexander Mann Solutions Alexander
More informationBest Managed Lab Experience 2018 Imperial Oil Branded Reseller Leadership Conference. May 2, 2018
Best Managed Lab Experience 2018 Imperial Oil Branded Reseller Leadership Conference May 2, 2018 What is the Best Managed companies program? A unique program recognized locally and globally Focuses on
More informationFit for the Future: Innovative Global Talent Transformation
www.pwc.com Fit for the Future: Innovative Global Talent Transformation November 2015 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation
More informationEMIRATI DEVELOPMENT PROGRAM
Human Development Solutions JLT Journey to Excellence EMIRATI DEVELOPMENT PROGRAM "Harness the potential of national talent" Approved by: knowledge & human development authority Message from the CEO "Human
More informationThe Future of Sourcing Begins Now
: The Future of Sourcing Begins Now Clay Calhoun ISG WHITE PAPER 2017 Information Services Group, Inc. All Rights Reserved INTRODUCTION Enterprises and public sector organizations have long depended on
More informationKPMG International. kpmg.com
KPMG Clara A smart audit platform Bringing together our powerful data & analytics capabilities, innovative new technologies and proven audit workflow, we introduce our new smart audit platform KPMG Clara.
More informationMicrosoft Digital Transformation Study In partnership with IDC Asia/Pacific
Microsoft Digital Study 2018 In partnership with IDC Asia/Pacific How is an organization being digitally transformed? How is an organization business model being digitally transformed? DIGITAL TRANSFORMATION
More information[International] Source of Value-Creating Capability: Diversifying the Portfolio on a Global Basis
[International] Source of Value-Creating Capability: Diversifying the Portfolio on a Global Basis Diversifying the portfolio on a global basis Progress and future strategy Tim Andree Director and Executive
More informationThe Path to Digital Transformation. A Roadmap for Business Success
The Path to Digital Transformation A Roadmap for Business Success Table of Contents Introduction 3 Moving Toward Transformation 4 Overcoming Transformation Barriers 7 How DXC Technology Can Help 8 Conclusion
More informationBuilding the Foundation for Digital Insurance. An IDC InfoBrief, sponsored by CSC and EMC September 2016
Building the Foundation for Digital Insurance September 2016 Executive Summary Insurers are moving away from the traditional wait-and-see approach to embrace new technologies as never before. They realize
More informationSee the world. differently. Embrace change and profit from marketplace uncertainty
See the world differently Embrace change and profit from marketplace uncertainty You understand the need to adapt your business to changing landscapes. The question is, how can you make sure your executive
More informationTech McKinsey Digital Labs
Tech Recruiting @ McKinsey Digital Labs Digital reinvention is an urgent need Digital is changing how customers behave, and these behaviors are changing the nature of businesses There is an opportunity
More informationAccenture Interactive Point of View Series. Banking on Digital. Building trust and innovation in Financial Services
Accenture Interactive Point of View Series Banking on Building trust and innovation in Financial Services Banking on Building trust and innovation in Financial Services The digital era could not have come
More informationRetail Banking Insights
Retail Banking Insights Number 6 March 2015 Driving Revenue Growth In Retail Banking Annual revenue growth for U.S. retail banks has hovered near 2 percent since 2010, hindered by historically low interest
More informationAssociation of Professional Engineers and Geoscientists of British Columbia
Association of Professional Engineers and Geoscientists of British Columbia Strategic Plan 2014 2017 TABLE OF CONTENTS 03 Who We Are 03 Our Plan and Process About the Plan About Our Process 04 Our Strategic
More informationReimagine everything Accelerate digital enterprise transformation
Accelerate digital enterprise transformation Accelerate digital enterprise transformation, get the most out of your SAP investments, and position your business for the future Today s technology-driven
More informationWHITE PAPER: Giving customers what they want. A blueprint for creating a single, consistent customer experience
WHITE PAPER: Giving customers what they want A blueprint for creating a single, consistent customer experience FOREWORD A well-designed user experience is much more than aesthetic design; Service Designers,
More informationThe 10 Characteristics of Successful Multi Academy Trusts
The ten characteristics below establish a definition that categorises the development of each characteristic against four possible stages of maturity. Beginning-this could as the definition suggests, just
More informationSTRATEGIC BLUEPRINT: Keeping Pace With an Evolving Energy Sector
STRATEGIC BLUEPRINT: Keeping Pace With an Evolving Energy Sector 2017-2022 Contents Message from the Chair... 1 Introduction & Our Strategic Challenges... 2 Background & Environmental Scan... 4 Our Vision,
More informationUSDA Shared Services Journey
USDA Shared Services Journey USDA was named as an SAP Federal Financial Shared Services Provider in May 2014, able to offer financial system services within the federal government. This was in response
More informationEXTENDING. THE DIGITAL THREAD WITH BLOCKCHAIN in Aerospace and Defense
EXTENDING THE DIGITAL THREAD WITH BLOCKCHAIN in Aerospace and Defense The aerospace and defense industry has been a trailblazer in the use of digital twins to drive innovation through product design. A
More informationStrategic Plan. Uniting to care & cure
2017-2020 Strategic Plan Uniting to care & cure Table of Contents Message from the President & CEO Page 2 Overview Page 3 Mission Page 4 Core Values Page 5 2017-2020 Objectives & Strategies Page 6 Mission
More information2017 to 2020 Strategic Plan. Approved by the CAA Board of Directors: March 1, 2017
2017 to 2020 Strategic Plan Approved by the CAA Board of Directors: March 1, 2017 Table of Contents Introduction... 3 The Canadian Avalanche Association - Who Are We?... 4 Our Vision...4 Our Mission...4
More informationExample Approach To Non-Profit Organizations. ExeComp Solutions Compensation Advisory Services May 2014
Example Approach To Non-Profit Organizations ExeComp Solutions Compensation Advisory Services May 2014 ExeComp Solutions LLC (ECS) appreciates the opportunity to present our services to The Museum We are
More informationUNITED WAY PARTNERSHIPS
United Way s bold goals in education, income and health are designed as a rallying cry to the nation to join together and work collectively on real, lasting solutions that would fundamentally put people
More informationAI Trends in the Financial Sector. Microsoft Future Decoded Conference 6 th November 2018 Budapest
AI Trends in the Financial Sector Microsoft Future Decoded Conference 6 th November 2018 Budapest A number of disruptive dynamics are shaping banking... Lending becoming unbundled and moving to the Point
More informationHow do you take your enterprise cost reduction strategy from alienating to engaging?
How do you take your enterprise cost reduction strategy from alienating to engaging? 5 minutes READING TIME 1the elephant Every boardroom has an elephant... or two They re the looming issues everyone would
More informationTransforming claims for the digital age
Transforming claims for the digital age 20 th March 2018 8 Fenchurch Place, London Keynote speakers: Ian Thompson Chief Claims Officer Zurich Oke Eleazu Chief Operating Officer Bought By Many and Author,
More informationDIGITAL TRANSFORMATION (DX)
An IDC InfoBrief THE PROMISE OF DIGITAL TRANSFORMATION (DX) IN ASIAPACIFIC S LEADING INSTITUTIONS IDC PREDICTION: BY 2018 1/3 OF THE TOP 20 MARKET SHARE LEADERS IN VARIOUS INDUSTRIES WORLDWIDE WILL BE
More informationWhy Insurance Companies Should Re-evaluate Operations in a Digital World
WHITE PAPER Why Insurance Companies Should Re-evaluate Operations in a Digital World Written by Supported by Vishal Arora Assistant Vice President, EXL Services Suneel Kante Vice President, EXL Services
More informationBringing patients into focus
Health Care Of special interest to Health care executives Insights for 5executives Bringing patients into focus Using analytics to create a 360-degree view The patient is again becoming the focus of the
More informationSTRATEGIC PLAN. FISCAL YEARS 2018 to 2022 SAFETY WORKS
STRATEGIC PLAN FISCAL YEARS 2018 to 2022 SAFETY WORKS TSSA has developed an ambitious plan to ensure we effectively reduce safety risks and provide value to our customers and stakeholders. STRATEGIC PLAN
More informationCIO STRATEGY MEETING
Confirmed Facilitators Richard Pierle, Executive Vice President and Chief Information Officer, Becton Dickinson Paul Moulton, Executive Vice President and Chief Information Officer, Costco Wholesale Mary
More informationRequirements Maturity
Thought Leadership: Requirements Definition and Management Requirements Maturity Enhancing Software Delivery Through Improved Requirements Capability Executive Summary The software delivery landscape has
More informationThe Digital Coming of Age. Seizing the Digital Opportunity in Aerospace
The Digital Coming of Age Seizing the Digital Opportunity in Aerospace Digital is transforming the aerospace and defense industry. Or is it? Conventional wisdom would suggest that digital is a pervasive
More informationENABLE DIGITAL - % COMPLETE ENGAGED WORKFORCE - % COMPLETE
Each commitment listed below consists of one or more projects, and has at least one performance measure. Every year, targets are established to track progress towards the measure(s). The status shown on
More informationLet s talk: governance
EY Center for Board Matters Let s talk: governance March 2014 Issue 3 Getting it right: succession planning for the boardroom and C-Suite Getting it right: succession planning for the boardroom and C-Suite
More informationManagement Consulting, Analytics, and Research For the Financial Services Industry. Firm Overview February 2018
Management Consulting, Analytics, and Research For the Financial Services Industry Firm Overview February 2018 Capital Performance Group We provide value to our clients by delivering proven solutions to
More informationInvestor Day Helping clients build digitally connected enterprises. George D. Schindler Chief Operating Officer. CGI Group Inc.
Investor Day 2016 Helping clients build digitally connected enterprises George D. Schindler Chief Operating Officer CGI Group Inc. Chief Operating Officer digital focus Book to Bill Revenue Fueled by our
More informationPerspectives. The Human Capital Framework. Making the Connections That Drive Business Results
Perspectives The Human Capital Framework Making the Connections That Drive Business Results As global business challenges become more complex, so too do human capital decisions. Organizations face increasing
More informationSTRATEGIC PLAN WORKPLACE SAFETY AND INSURANCE BOARD
STRATEGIC PLAN 2016 2018 WORKPLACE SAFETY AND INSURANCE BOARD OUR VISION, OUR VALUES WSIB Mandate In a financially responsible and accountable manner: Promote health and safety in the workplace. Facilitate
More informationACHIEVING PARITY AT GLOBAL LEADERSHIP
ACHIEVING PARITY AT GLOBAL LEADERSHIP In the World Economic Forum s latest Global Gender Gap report, it is estimated that the gender gap will still take more than 100 years to close. As an accelerator
More informationThe Digital Utility. Point of View
Point of View Going digital to transform how utilities serve customers and empower employees is a huge challenge and opportunity. Today s utility providers are challenged to find new avenues for growth
More informationQUICK FACTS. Delivering a Managed Services Solution to Satisfy Exponential Business Growth TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES
[ Financial Services, Application Management Outsourcing ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Financial Services Revenue: Approximately $30 billion annually (parent
More informationIGNITING HR FOR STRATEGIC BUSINESS PARTNERSHIPS
IGNITING HR FOR STRATEGIC BUSINESS PARTNERSHIPS HR AS A STRATEGIC FORCE? THE HEAT IS ON. HR s proper role in helping to formulate and execute business strategy has been the subject of intense discussion
More informationRethinking the Role of IT
White Paper Title Rethinking the Role of IT The Second Curve of Health IT Value Authors: Shawna Schueller, Carol Chouinard and Bob Schwyn Fueled by the Meaningful Use (MU) program, healthcare organizations
More informationThe Next Frontier for Internal Controls Beyond SOX 404 Keynote Luncheon Presentation
THE CONFERENCE BOARD OF CANADA S WESTERN CORPORATE GOVERNANCE FORUM 2005 Shaping Governance Controls to Fit Your Organization Calgary, Canada The Next Frontier for Internal Controls Beyond SOX 404 Keynote
More informationWhat will you do as an IBM Entry Level Consultant?
What will you do as an IBM Entry Level Consultant? As an Entry Level Consultant, you will have the opportunity to join a cohort of talented and committed colleagues on a two-year journey designed to develop
More informationQuestions and Answers with Key Executives from Akcelerant and Temenos
Questions and Answers with Key Executives from Akcelerant and Hear what the CEOs are saying... G.A. (Jay) Mossman III Founder & CEO David Arnott Chief Executive Officer Why is this event significant and
More informationTurning the Revised Payment Services Directive into Digital Opportunity
Turning the Revised Payment Services Directive into Digital Opportunity Contents 1. Introduction 3 2. The Business Risk PSD2 Presents 4 3. The Opportunity for Value Creation 6 4. Making it Happen 7 2 Turning
More informationPRIORITIES PROGRESS REPORT
PRIORITIES PROGRESS REPORT 2017-2018 marked the second year of IIROC s three-year Strategic Plan, originally published in May 2016. IIROC s 2017-2018 priorities focused on significant activities and initiatives
More informationReady to help lead a dynamic team that is reshaping health care shared services and how they re delivered?
Ready to help lead a dynamic team that is reshaping health care shared services and how they re delivered? Mohawk Medbuy is a national not for profit shared service organization trusted by Canadian hospitals
More informationReimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series
Reimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Garibaldi, Principal, Deloitte Consulting
More informationCONTENTS Strategic Plan 2
CONTENTS CONTENTS... 2 INTRODUCTION... 3 MESSAGE FROM THE PRESIDENT AND CEO... 4 MESSAGE FROM THE CHAIR OF THE BOARD OF DIRECTORS... 4 COMPANY PROFILE... 5 BACKGROUND... 6 MISSION, VISION AND VALUES...
More informationCompeting for growth. Creating a customer-centric, connected enterprise. KPMG Customer Advisory. kpmg.com/customer
Competing for growth Creating a customer-centric, connected enterprise KPMG Customer Advisory kpmg.com/customer Contents Introduction 02 How can you stay ahead of rising customer expectations? 04 Becoming
More informationTransforming the power and utilities IT organization
Transforming the power and utilities IT organization Transforming the power and utilities IT organization Before the arrival of Uber, taxis were in control of the business model. They were, after all,
More informationInside magazine issue 16 Part 01 - From a digital perspective Re-envisioning the customer banking experience
Re-envisioning the customer banking experience Olivier de Groote Partner Financial Services Industry Leader Deloitte Cedric Deleuze Partner Technology Deloitte Deloitte s digital bank solution is fundamentally
More informationCan complex demands lead to a better working world? Global Compliance & Reporting and EYKeySpace : innovation at the intersection of finance and tax
Can complex demands lead to a better working world? Global Compliance & Reporting and EYSpace : innovation at the intersection of finance and tax 2 GCR and EYSpace TM : Innovation at the intersection of
More informationIs your Learning and Talent organisation fit for the future?
Is your Learning and Talent organisation fit for the future? David Wilson, CEO, Fosway Group david.wilson@fosway.com / @dwil23 www.fosway.com / @fosway Europe s #1 HR Analyst Founded 1996 In-depth corporate
More informationIMPROVE SOURCING? SOURCE SOURCING BEST PRACTICES WHAT DO YOU NEED TO TO ENSURE BEST-IN-CLASS
SOURCE SOURCING BEST PRACTICES traccsolution.com WHAT DO YOU NEED TO IMPROVE TO ENSURE BEST-IN-CLASS Volatile buying markets require a shift to strategic procurement to ensure a position of value management.
More informationLeading from the front
CEO report Leading from the front 1 Leading from the front CEO perspectives on business transformation in the digital age Based on a survey by: CEO report Leading from the front 2 Contents Foreword Executive
More informationEpicor Partner Network
Epicor Partner Network Epicor Award-Winning Company and Solutions At Epicor, we take pride in our commitment to excellence. Our company and solutions have been recognized by analysts, private companies,
More informationGET MORE COMPETITIVE WITH SPEED AND AGILITY ACCENTURE LIFE INSURANCE & ANNUITY PLATFORM (ALIP) POLICY ADMINISTRATION
GET MORE COMPETITIVE WITH SPEED AND AGILITY ACCENTURE LIFE INSURANCE & ANNUITY PLATFORM (ALIP) POLICY ADMINISTRATION 1 DON T LET AGING TECHNOLOGY LEAVE YOU BEHIND. LEAD THE PACK WITH MORE MORE products
More informationTOTAL PAYMENTS PAYMENTS-AS-A-SERVICE SOLUTION FOR US FINANCIAL INSTITUTIONS
TOTAL PAYMENTS PAYMENTS-AS-A-SERVICE SOLUTION FOR US FINANCIAL INSTITUTIONS 2 FINASTRA Brochure INTRODUCTION The Payments Landscape is Experiencing Rapid Change New customer demands and competitive pressures
More informationPMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO. Quick Tip Guide compliments of PMO Symposium San Diego, California, USA
PMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO Quick Tip Guide compliments of PMO Symposium San Diego, California, USA 1 ESTABLISH A NEW PMO At some stage in your journey as a
More informationOPTIMISING INFORMATION WORKFLOW MANAGEMENT (IWM) IN BANKING
OPTIMISING INFORMATION WORKFLOW MANAGEMENT (IWM) IN BANKING Powerful forces are reshaping the banking industry. Customer expectations, technological capabilities, regulatory requirements, demographics
More informationDigital Transformation Reaches Wealth Management: What s the Impact to You?
Digital Transformation Reaches Wealth Management: What s the Impact to You? When digital transformation arrived in the world of commerce, the wealth management business model remained resilient. W ealth
More informationSales & Marketing. Walter Owens Executive Vice President Chief Sales & Marketing Officer
Sales & Marketing Walter Owens Executive Vice President Chief Sales & Marketing Officer We Are Building a Sustainable Growth Engine for CIT... Deliver Sustainable Long-Term Growth Accelerate Productive
More informationAn Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationThe ADT Corporation. Board Governance Principles. December 2013
The ADT Corporation Board Governance Principles December 2013 TABLE OF CONTENTS ADT VISION AND VALUES... 3 ADT Vision: Why We Exist and the Essence of Our Business... 3 ADT Values: What Matters Most at
More informationCreating Digital Advantage. Our strategy, vision and values
Creating Digital Advantage Our strategy, vision and values Contents Nordic leadership 4 Business goals 7 Vision 8 Mission 10 Values 14 Where we compete 16 How we compete 18 Our strategy for delivering
More information