The Impact of Information Technology on European Post-Trading

The European post-trading landscape is recently changing fundamentally due to regulatory actions, the financial crisis, and the strong linkage of the global financial markets. The systemic importance of post-trading infrastructures underlines the industry’s significant dependence on safe and efficient processes and thus the importance of reliable IT-systems. Using the Delphi methodology in a study among a multitude of experts from different areas of post-trading, we developed a joint and coherent view of the most important issues relating to IT the post-trading system has to cope with

Professor/practitioner case development program - 2000 case studies

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Development of the field of organizational performance during the industry 4.0 period

As well as social and cultural life, commercial life has also been affected by the industrial revolutions. Because the structures of enterprises have changed how their performance is evaluated, have indispensably changed. In today's brutally competitive environment, it is of great importance that enterprises constantly assess their performance so that they can maintain their existence firstly and achieve sustainable competitive advantage. Due to the current importance of the topic in this study, it was examined how the field of organizational performance has developed in the Industry 4.0 period. The purpose of this study is to reveal whether Industry 4.0 and the field of organizational performance show parallelism in terms of evolution. This parallelism was examined in terms of use of the artificial intelligence techniques in organizational performance evaluation methods. Therefore, available literature related the topic was reviewed by way of the Systematic Literature Review (SLR) protocol developed by Boell and Cecez-Kecmanovic [6] and the traditional literature review method. As a result of the research, it was seen that the field of organizational performancehas not developed in parallel with Industry 4.0 until now

Identifying Best Practices in Morgan Stanley

The project identified differences in Client Service between the New York and London branches of Morgan Stanley Prime Brokerage. The team analyzed Corporate Actions, Cash Journal Entry, and Backup Notes between these branches using process flows and fishbone diagrams. With the use of a scorecard, the group benchmarked New York and London\u27s processes against each other to determine if either were a best practice. Finally, the students formulated recommendations to improve quality and reduce risk within these processes

Managing multiple dimensions of performance: a field study of balanced scorecard translation in the Thai financial services organisation

This thesis examines the process of change in management accounting and control systems (MACSs) in a Thai financial services organisation. Specifically, it traces how a strategic perfOlmance measurement, the Balanced Scorecard (BSC), was introduced, constlllcted, modified and re-defined over a period of time and in different organisational units of the organisation. The major aim of the research is to achieve an understanding of how an innovative management control idea, the BSC, was made operable in a particular organisational context. This research is based on intensive field study which involved indepth interviews, direct observations and documentation analysis. Drawing on actornetwork theory (ANT), the research illustrates how the BSC idea was brought into the organisation. It describes the way in which various actors mobilised their interests and concerns to construct the BSC, shows how the BSC collided and was reconciled with other networks of performance measurement and management control, and illustrates the way in which the all-encompassing nature of the BSC affected the design and implementation process. The study provides insights into how a global management idea like the BSC is introduced into an organisation and influences organisational practices while, at the same time, being localised and shaped by local practices. It sheds light on the process of change in performance measurement practices in an organisational context, as well as cnhancing our understanding of the ways in which an integrated performance measurement system such as the BSC operates. In particular, the research illustratcs how two key BSC concepts that are controversial in the existing literature - the notion of�· 'balance' and cause-and-effect relationships - were mobilised within the organisation. It shows that although these concepts are broad and abstract, creating complexities in designing the BSC, they can have a positive impact, generating discussions and solutions among organisational members. In addition, the study shows that the BSC construction process involves ongoing translations by heterogeneous actors - both local and global, human and non-human - who/which attempt to build networks of associations to support their own agenda and beliefs. The case study shows that resistance to the new system does not necessarily lead to a failure of system implementation; rather, it can be a positive force, providing opportunities for relevant actors to modify and appropriate the system. Moreover, the research shows how local BSC meanings and identities emerged via its interplays with these actors, and how the ongoing translations led the BSC to become something that it was not initially. However, this does not mean that the BSC and its implementation failed. Rather, it suggests the ability of the BSC to be shaped in different ways to make it work in specific situations. Arguably, it is this open nature of the BSC: which allows different actors to interpret, modify and construct their own versions of it, that makes it powerful

An Investigation of Supply Chain Management.

Supply chain exists in any business. An efficient supply chain management can help the organisation to gain a competitive advantage by improving efficiency, reducing cost, minimising risk and maximising customer's satisfactory. Supplier base is vital to an overseas studying consultant industry, only when it owns aboundant provider resources and stay in a healthy relationship in the market. It can provide more options as it can to its customers and gain the competitive advantage in the market. This report reviewed relevant theory on supply chain and supply chain management, focusing on supplier selection, supplier relationshiop managment, and supplier evaluation. It emphasizes on vendor selection criteria, contracting strategy and supplier relationship managment. upplier evaluation is also taken into consideration on the importance and the metrics of performance measurement. A case study was conducted to investigate and analysis the supply chain managment in an overseas studying consultancy. AL Consultant Ltd. The research was completed using primary and secondary methods of information collection of AL's background and supply chain management, as well as the relevant theory in this area. With the data and analysis gathered, several recommendations are given to enhance the supply chain managementin AL Consultant Ltd

Strategic outsourcing model : decision support for determining supply chain structure

Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2003.Includes bibliographical references (p. 138).Outsourcing is becoming the norm in business today. This is a natural insight from the management philosophy of the 80's and early 90's of doing only what is "Core" to the business. A company, if their main focus is to keep their margins as high as possible, will focus on what gives their company a competitive advantage and differentiates them from the competition. To The Firm, all other tasks outside of these advantages are superfluous and unnecessary. It is only rational, in this management paradigm, to get rid of, or outsource, all of these activities that take scarce resources away from what the company considers core. The next logical question is: "How to conduct an analysis for outsourcing decision making." Current methodologies coalesce cost alternative analysis with a strategic "gut feel" from management to make decisions that will last multiple cycles into the future. Cost analysis is basic. However, strategic analysis is far reaching, impacts the company's future capabilities, and is difficult to evaluate. This thesis proposes a Decision Support System (DSS) for evaluating the strategies of outsourcing and determining the impacts on The Firm. A thorough review of industry and academic literature on outsourcing, analysis of historic outsourcing results, and discussion of current capability concerns has led to the development of six strategic factors: Customer Experience, Technical Clockspeed, Industry Climate, Supply Chain Excellence, Product Architecture, and Competitive Position. Included is an exhaustive discussion of these strategic factors, strategic matrices for evaluating the business climate, development of excel spreadsheets with questions for evaluation of these factors and matrices, development of a database for knowledge transfer, and implementation of the DSS in the organization.by Richard Philip Nardo.M.B.A.S.M

Managing multiple dimensions of performance : a field study of balanced scorecard translation in the Thai financial services organisation

This thesis examines the process of change in management accounting and control systems (MACSs) in a Thai financial services organisation. Specifically, it traces how a strategic perfOlmance measurement, the Balanced Scorecard (BSC), was introduced, constlllcted, modified and re-defined over a period of time and in different organisational units of the organisation. The major aim of the research is to achieve an understanding of how an innovative management control idea, the BSC, was made operable in a particular organisational context. This research is based on intensive field study which involved indepth interviews, direct observations and documentation analysis. Drawing on actornetwork theory (ANT), the research illustrates how the BSC idea was brought into the organisation. It describes the way in which various actors mobilised their interests and concerns to construct the BSC, shows how the BSC collided and was reconciled with other networks of performance measurement and management control, and illustrates the way in which the all-encompassing nature of the BSC affected the design and implementation process. The study provides insights into how a global management idea like the BSC is introduced into an organisation and influences organisational practices while, at the same time, being localised and shaped by local practices. It sheds light on the process of change in performance measurement practices in an organisational context, as well as cnhancing our understanding of the ways in which an integrated performance measurement system such as the BSC operates. In particular, the research illustratcs how two key BSC concepts that are controversial in the existing literature - the notion of�· 'balance' and cause-and-effect relationships - were mobilised within the organisation. It shows that although these concepts are broad and abstract, creating complexities in designing the BSC, they can have a positive impact, generating discussions and solutions among organisational members. In addition, the study shows that the BSC construction process involves ongoing translations by heterogeneous actors - both local and global, human and non-human - who/which attempt to build networks of associations to support their own agenda and beliefs. The case study shows that resistance to the new system does not necessarily lead to a failure of system implementation; rather, it can be a positive force, providing opportunities for relevant actors to modify and appropriate the system. Moreover, the research shows how local BSC meanings and identities emerged via its interplays with these actors, and how the ongoing translations led the BSC to become something that it was not initially. However, this does not mean that the BSC and its implementation failed. Rather, it suggests the ability of the BSC to be shaped in different ways to make it work in specific situations. Arguably, it is this open nature of the BSC: which allows different actors to interpret, modify and construct their own versions of it, that makes it powerful.EThOS - Electronic Theses Online ServiceGBUnited Kingdo