Forex fraud now it sgetting serious

Forex fraud now it sgetting seriousForex fraud: Now it's getting serious

A new foreign exchange probe is zeroing in on individuals

The U. K. launched a wide-reaching criminal investigation Monday to catch people who may have manipulated the foreign exchange market.

Financial regulators around the world have been looking into the issue, with internal and external probes involving UBS ( UBS ). Deutsche Bank ( DB ). Barclays ( BCS ) and the Royal Bank of Scotland ( RBS ). among others.

The new investigation by the U. K. Serious Fraud Office is specifically focusing on individuals working in banks and financial institutions, and is being conducted in partnership with the U. S. Department of Justice.

In March, an employee of England's central bank was suspended in connection with the possible manipulation of the global currency market.

The Bank of England suggested the employee may not have followed its "rigorous internal control processes," however, it said an internal investigation had not turned up any wrongdoing.

Forex scandal: What you need to know

Forex bank chose enfo to provide it services

Forex bank chose enfo to provide it servicesFOREX Bank chose Enfo to provide IT Services

FOREX Bank has chosen Enfo to be one of its providers of IT Services. The five-year contract is worth 5 million euros and it consists of workstation, network, Service Desk, local support and server services.

“Enfo is a competent and strong Nordic IT company with a capability to listen to their customers. Dialogue is very important to us. Therefore, we value greatly the regular areal management and steering group meetings, where IT service transfers have been examined thoroughly,” says Thomas Hogvag . CEO FOREX Bank.

During the last years, Enfo Group has grown with company acquisitions and expanded IT outsourcing services to Nordic markets, in accordance with the group strategy. The agreement with FOREX Bank helps Enfo to strengthen its position in Nordic IT service markets and to provide a strong know-how to international companies.

“The start of our outsourcing services in Sweden has progressed as we have hoped for and we wish to profit from our new Nordic know-how as efficiently as possible. Big projects always require a lot of communications and change management. It is important that co-operation with supplier and customer works smoothly. We are happy that FOREX Bank shares the same values of open communication as we do. This combined with our excellent IT expertise creates a strong basis for a long-term partnership,” says Arto Herranen . CEO of Enfo.

For further information, please contact:

Thomas Hogvag, CEO, FOREX Bank, tel. +46 70 526 4367, thomas. hogvagforex. se

Arto Herranen, CEO, Enfo Oyj, tel. +358 44 719 3000, arto. herranenenfo. fi

FOREX Bank, established in 1965, is the market-leading foreign exchange bureau in the Nordic region. Since 2003, the company has provided diverse bank services: deposits, loans, payment services, transaction services as well as credit and debit cards. FOREX Bank has over 130 branches in Nordic countries. forex. fi

Enfo is a Nordic IT service company which offers IT outsourcing, financial process services and IT consulting services for our customers in Finland, Sweden, Norway and Denmark so that our customers can focus on their core businesses. With 50 years of experience developing proven IT solutions and concepts, along with the deep expertise of our more than 800 top IT consultants, we make business processes simpler, smoother and smarter. Enfo’s annual turnover is approximately EUR 150 million. For further information about Enfo, please visit enfo. fi and enfo. se.

Ibm cuts pay by10%for workers picked for training

Ibm cuts pay by10%for workers picked for trainingIBM has initiated a new training program that will cut the pay of participating employees by 10%.

A copy of the Sept. 12 memo, seen by Computerworld . was sent to IBM employees in its Global Technology Services strategic outsourcing group. The memo sent to affected employees begins by telling the worker that an assessment has revealed "that some managers and employees have not kept pace with acquiring the skills and expertise needed to address changing client needs, technology and market requirements."

It then tells the recipient that "you have been identified as one of these employees," and says that from mid-October through the end of March, "you will dedicate up to one day per week," or up to 23 working days total, "to focus on learning and development."

But IBM is coupling this training with a six month salary reduction. The key statement in the memo is this: "While you spend part of your workweek on learning and development activities, you will receive 90% of your current base salary."

Salary will be restored to the full rate effective April 1, 2015.

Asked about program, IBM spokeswoman Trink Guarino said the firm "is implementing a skills development program for a small number of U. S. strategic outsourcing employees. Under this program, these employees will spend one day a week developing skills in key growth areas such as cloud, analytics, mobile and social."

There was negative reaction from some IBM employees.

One IBM IT professional, who asked not to be identified, said he was "shocked" to be added to the list, particularly since his work has been consistently praised by managers.

By reducing pay "by a significant amount," IBM is acting "in the hopes that the employees won't be able to sustain that pay and decide to quit, exempting IBM from letting them go and have to pay severance," the employee said.

One source familiar with the program said the percentage of employees impacted is small, in the single digits.

While employees may see the pay cut as unfair, the salary reduction is viewed by management as a form of employee "co-investment" in training, and as a better alternative to laying off and hiring employees with the latest skills. It's not that these employees lack skills, but they don't necessarily have the ones that are needed today, the source said.

The AllianceIBM has received complaints from its members, and shared some of the that reaction.

Wrote one employee: "I have spent the whole of 2014 improving my skills and my manager has reviewed and approved my 'skills Update.' I have received recognition this year for sharing my expertise and offered to be a mentor when asked. So just where are my skills lacking?"

Lee Conrad, national coordinator at the Alliance, a Communications Workers of America local, said that "IBM employees have no problem with learning new skills but to combine that with a salary cut is outrageous and unacceptable. IBM continues to drive morale and employee loyalty down with each new slap in the face like this," said Conrad. "IBM needs to be mindful of further demoralizing workers and adversely affecting customers," he said.

Patrick Thibodeau covers cloud computing and enterprise applications, outsourcing, government IT policies, data centers and IT workforce issues for Computerworld.

Global strategy-powerpoint ppt presentation

Global strategy-powerpoint ppt presentationAutomobiles - Banking - Biotechnology. Entry ally. Which partner should be chosen? Entry timing. Which moment is most opportune. PowerPoint PPT presentation

Title: GLOBAL STRATEGY

GLOBAL STRATEGY

Prof. Horst O. Bender, Ph. D. Rotterdam School of

Management Erasmus University (NL) THESEUS

Institute (F) hobender_at_B2B-MSI

CHARACTERISTICS OF TODAYS COMPETITIVE MARKETS

1. Maturing markets, slow growth in the West

outsourcing of manufacturing and intellectual

activities China continuing strong India

becoming a major player continued uncertainty in

South America, Russia somewhat improving the EU

expanding the old and the new Europe the

differences within NATO

2. Mature infrastructure in the western world

the need for new infrastructure in Asia

3. Globalization of markets and investments

4. Supplier proliferation

5. Market fragmentation

6. Mobile production

7. Rapid adoption of advanced technologies

8. Continued outsourcing of manufacturing

9. Outsourcing of white-color jobs

10. Short life of technological monopolies

11. Vendors with significant resources

12. Differentiation reduction commoditization of

THE GLOBALIZATION OF MARKETS

1. The marketplace for products, ideas and

technologies is worldwide - All countries - not

just the developed ones - want advanced goods -

They want them in their most competitive levels

of quality, reliability, service, and price -

Technology is sought and used the world over to

improve the quality of life

2. Critical success factors in global

competition - Ideas - Technology/innovation -

Market presence and standing - Building and

exploiting core competencies - Fierce

competitiveness - Quality and speed

3. Companies - not governments - are the major

means of achieving global market standing

4. The successful firm will know how to recognize

the best new ideas and exploit the most promising

technologies

5. Knowledge has become the crucial element of

competition

- The company is engaged in a worldwide

competition for talent - Companies will flourish

or fail on how well they become multicultural

organizations - On being able to attract - and

keep - the knowledge worker

THE MULTINATIONAL VERSUS THE GLOBAL CORPORATION

The multinational corporation

A parent company with foreign "subsidiaries"

(sales, marketing and production)

The parent company does RD centrally in the home

country and manufactures for its domestic market

or the region

The daughters don't do research. They locally

adjust, produce and sell what the parent company

designs (high relative costs)

The global corporation

Views the entire world as a single, largely

identical entity (low relative costs)

Its operations span the world - Purchasing - Manu

facturing - Marketing

Research is done anyplace within the system

Money is centrally managed for all members of the

group

The top management is transnational

The company has a strong, if not a leadership

position, in all areas of the triad

THE PROGRESSION TOWARDS GLOBAL PRODUCTS

EARLY Commodities (e. g. food, grain, ores,

coal)Processed products (e. g. spices, tea,

steel, chemicals)

LATER Manufactured products, including all

technology-based and high-tech products, e. g.-

Automobiles - Banking - Biotechnology -

Consumer electronics - Computers - Electronic

FORCES SHAPING THE TRANSNATIONAL ECONOMY

The National State

The Internet

The Region

The World Financial System

The Transnational Enterprise

FACTORS CONTRIBUTING TO GLOBALIZATION

Internet

Telecommunications/travel

Convergence of customer needs and preferences

Learning solutions

Learning solutionsTraining Program Design Development

GP Strategies training program analysis services are designed with you in mind. Our analysis experience and core competency in training gives us the expertise needed to uncover hidden opportunities in your learning organization. Then we can design and develop training programs to accelerate your organizations productivity and capabilities.

Our experience in creating training programs ranges from homeland security response and nuclear power plant maintenance to automotive dealership training programs. GP Strategies offers highly innovative learning solutions that result in new skills and knowledge that apply learning content directly to your business challenges, demonstrating true learning transference.

Whether you are looking for increased sales. leadership development, regulatory training, or skilling your maintenance workforce. our training program outsourcing can design and deliver a training program that is structured all about you.

Contact us today to learn more about GP Strategies training program design and development:

Business transformation

Business transformationBusiness Transformation a change strategy

Introduction To Business Transformation

Business Transformation is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn this helps to support and innovate new business strategies

Change in business

Transformation and change is a critical issue for most organizations. Research shows that the failure rate of change programmes at 70-80%, many organizations are struggling.

The flip-side is that organizations which use effective transformational approaches obtain almost 80% success*

*research on the use of the BIR in a range of organizations by Business Link and Scottish Enterprise

Transformation A marked change, as in appearance or character, usually for the better.

Transformation ( n ) The process or result of changing from one appearance, state, or phase to another

So in business transformation it could be said that transformational change is the process of changing from one look to another, or one culture to another.

If visible change has not taken place (both inside and out) then the change is not transformational in nature or form.

In psychology

Wilfred R. Bion conceived of transformations as the changes that the analysands sense impressions of emotional experience undergo to become a progressive series of mental realisations.

Note this talks about a series of changes which are realised, not one change in itself.

Origins of transformation

The first report of transformation was an example of natural transformation. This was by Dr. Frederick Griffith a public health microbiologist studying bacterial pneumonia during the 1920s.

What is Business Transformation?

Business Transformation appears to have began as a label used by IT companies to re-brand their consultancy processes in order to sell integrated information systems more effectively.

Now business transformation means much more. It implies a holistic process transforming across the business It also implies that this is the only valid strategic process towards achieving your corporate vision or way forward.

Many organizations and consultancies appear to get lost in the chase for growth and change.

Imagine that you have just watched your corporate MP4 or news paper in three years time. Have all the key elements of transformation been achieved compared to how they were? Or is there a lot more to do?

Communicating and advertising your business transformation expectations and outputs to your Board, stakeholders and staff now is a must-do if your vision is to become a thing of reality. The old adage what gets measured gets done.

What is Business Transformation all about?

Transformation a process that enables your business across all the Key Performance Indicator so that you can maintain your customers and outperform your competitors on an ongoing basis.

Transformation relies on implementation of effective market and stay-in-business strategies that attract more profitable customers in selected markets and lower operating costs.

How do you know you need to transform your business? Ask yourself???

Are we reinvesting in opportunities the market evolves?

Is our performance superior to our major competitors?

Is our competitive advantage strong enough to leverage more customers and more business from existing customers?

If the answers to any or all of these issues are doubtful, you need to change your approach. If you dont change, your competitors will change.

Enabling Transformational Change

The move from running the business or project delivery to business transformation requires action at many levels.

At a project level, five key activities are:

Focus on benefits

Start thinking of projects in terms of business-led transformation activities, spanning many functions. Stop thinking of projects merely as functional and top down.

The main objective of each project must be to gain specific benefits for all stakeholders. Project planning must clearly show how these benefits will be realised by enabling people to do things differently. The business changes required to realise the benefits must be clearly identified, ownership for them must be established, and the overall plan must address these changes as well as the delivery of any new technology.

Resourcing

To realise the benefits will depend on leadership of the project, the people involved, the effectiveness of the project team and the quality of communication and engagement with all the various stakeholders of the project. The implications for the role of the sponsor and the project leader are significant. Do they and the wider team have the expertise, and the time, to address the wider issues of transformation. Is there enough focus on resourcing? Getting the right people, at the right time in the right roles to enable success?

Expanding, developing and learning

Do projects, build in opportunities to explore the possibilities and learn about the potential benefits?

Is there an opportunity to evolve and refocus as the project progresses? By itself this is a huge shift for many organisations. fixed and traditional mindsets can be very damaging and often stifle any innovation or risk-taking. risktaking and innovation

Sustainability

The project to be successful, will provide an opportunity for a continuous stream of benefits. In many situations the focus and effort should come after the initial project has been delivered. All too often the project team moves on as soon as the process change is live and so the opportunity for continued benefits realisation is lost.

Skills development

Underpinning all these factors is the need for skills and knowledge development. This is about training and education and some significant shifts in thinking are required to learn to approach transformation in a new way and not as just another change project.

Outsourcing is it transformational?

It is interesting that many organizations categorise outsourcing as the key strategy for business transformation.

Certainly outsourcing CAN BE a valid strategy but it is not the only one. equally not all outsourcing is transformational change. Outsourcing can only be classified as transformational if it is SEEN by all parties. many organisations attempt to mask this fact to customers and staff. If hidden then unless the new service demonstrates measurable change and is perceived as so by service users then it cannot be transformational. Many outsourcing services offer the same as in-house teams formerly did is is not transformational it is transactional change.

Useful research

In a survey of enterprise level companies* released by Capgemini Consulting in partnership with the Economist Intelligence Unit, Western European businesses have launched on average seven major transformation programmes in the past three years.

Of these, 44% are motivated by the growth of international competition, 34% are motivated by industry consolidation and 34% are motivated by increased competition in domestic markets. Whilst 86% of those questioned feel that managing these business transformations is now an integral part of management, only 30% believe it is something at which they excel.

These transformation projects tend to focus on reducing cost due to new economies of scale at an international level and, increasingly, on achieving growth by seizing each and every opportunity offered by emerging markets. Whether the intention is to boost turnover or to improve profitability, the study underlines the extent to which economic globalisation impacts on the number and content of these transformation programmes.

The analysis reveals two major forms of transformation:

Fundamental change that generates a strong impact on results in less than two years, such as mergers and acquisitions (57%), outsourcing and off-shoring (53%), restructuring (46%) or strategic changes (46%). These programmes involve external players and generate major transformation within the organisation

Programmes that generate comparative improvement, such as value-chain optimisation (33%), cross-functional performance improvement (44%), information systems redesigning (54%).

Of the executives questioned:

70% express dissatisfaction with the communication of objectives to employees, and 75% express dissatisfaction with training, commitment and people management

73% consider themselves to be unsuccessful in avoiding slippage in execution time

70% say they are not in a position to properly assess the success of their programme

* Trends in business Transformation is a white paper produced by Capgemini Consulting and written in co-operation with the Economist Intelligence Unit.

What is not business transformation?

Business transformation is not (or does not have to be):

outsourcing

downsizing

change re-labelled

expensive

only managed by consultancy firms

limited to IT projects

Tools for use in Transformational Change

RapidBIs family of Business Improvement Review tools have been used successfully as a key part in the business transformation of many organizations large and small. for more information Business Improvement Review

To read more please search our site or visit the following sections: SWOT Analysis. Management. Historical articles or visit our store for training, management and diagnostic products

Strategy programming

Strategy programmingENHANCE YOUR TRADING:

Programming Your Trading Strategies

DigitalTradingSystems is a financial technology provider that offers forex software development for strategy developers who use the Metatrader 4 platform. Our MQL4 and MQL5 solutions enable the design of complex systems and the implementation of proprietary Indicators and Expert Advisors for risk management.

DTS gives strategy developers the opportunity to escalate their business, by providing automatic strategy execution allowing active participation in the global markets 24 hours a day, 5 days a week. Trade all FOREX currencies. the Nasdaq, S&P500, Dow Jones, FTSE100, CAC, DAX, Nikkei, EuroStoxx, Crude Oil, Gold, Silver and more.

By outsourcing trading programs to DTS, Traders integrate high-productivity tools. Custom expert advisor programming and MT4 Indicators allow for historical simulation and understanding of design alternatives and trade-offs among trading methodologies, enabling the optimization of automated forex systems to meet high performance standards.

For more information about DTS customized solutions please contact supportdigitaltradingsystems

Request for proposal(rfp)

Request for proposal(rfp)Request for Proposal (RFP)

Request for Proposal (RFP)

DEFINITION

A Request for Proposal (RFP) is an invitation for suppliers, often through a bidding process, to submit a proposal to provide a specific product or service. It is intended to provide the supply side company with the necessary information needed to submit a comprehensive and definitive approach to sourcing some part or all of the training function.

A bidding process is one of the best methods for leveraging a buying company's negotiating ability and purchasing power with suppliers. The RFP is the most important and widely used document in the proposal stage of that process regarding training outsourcing. The ultimate objective of the RFP process is for buyers to ensure they are getting the most value for the services and products they seek to procure.

The RFP is usually a lengthier process than the RFI (request for information) and the RFQ (request for quotation). Typically 10-20 pages in length, it brings structure to the procurement decision and allows all risks and benefits to be identified at the outset. Of course, the length of the RFP is dependent on the complexity of services being procured.

The higher the quality of the RFP, the higher the quality of proposal you should expect to receive from the supply side company. Effective RFPs reflect the buy-side companys strategy and short/long-term business objectives, while providing detailed insight upon which suppliers will be able to offer a matching perspective. Input from a spectrum of functional experts ensures that the chosen solution will suit the buyers specific requirements.

The document includes an executive summary, a detailed description of the process(s) to be outsourced, volume and value metrics of operations for the past 1-3 years, specific process and performance expectations of the outsourcing supply partner, a responsibility matrix defining expected responsibilities of both the demand side and the supply side companies, and proposal guidelines to be followed by each.

It is in the interest of both parties to avoid misunderstandings. For example, if the potential provider misunderstands the parameters set forth in an RFP, then the proposal may come back with provisions that are either misaligned to the buyers needs, or a price point that is either too high or too low. It could also contain solutions that either dont meet or “over meet” the buyers objectives.

Misunderstandings could also deter well qualified providers from participating entirely. And, worse, they could cause future contractual problems when disputes over contractual language arise. The worst result of a poor RFP document is that the most qualified and valued suppliers choose not to participate because they fear too much risk due to the vagueness of the RFP and uncertainties of expectations. The RFP is the opportunity for you the buyer to ‘sell your company as a valued business partner and client well worth the suppliers best solution and pricing package.

BEST PRACTICES

Numerous RFP best practices have been identified by surveys, studies and practical experience of outsourcing parties. Here are some to consider.

Begin with an assessment. Of the Seven Stages of Training Outsourcing, the proposal stage is Step #2. Step #1 is a thorough assessment of the organizations existing training operation and its sourcing needs. A professionally conducted assessment is critical for establishing baseline measurements for future progress within the training organization, and for identifying all learning-related needs. You cannot identify and measure future training success without first conducting an internal assessment.

Provide the basics. RFPs must provide three pieces of information: the buying companys precise training process needs, the circumstances under which the vendors services will be needed, and how the buyer expects delivery.

Be specific. Specificity is needed to ensure that all vendors participating in the RFP process will be bidding on the same activities. That enables the buyers team to make accurate comparisons among proposals.

Dont over-do it. RFPs should be sufficiently detailed to explain the job, but no more. Buyers should remember that they are also selling themselves as a considerate and reliable partner, one who respects a suppliers valuable time. Volume-based metrics are helpful: the volume of expected activity, the number of people involved, the number of courses, expected demand and locations are valuable pieces of information.

Follow a format. RFP lengths vary depending on complexity. Key ingredients should include an executive summary, a detailed description of the process to be outsourced, specific process and performance expectations of the outsourcing supply partner, a responsibility matrix that defines expected responsibilities of both the customer and supplier companies, and proposal guidelines to be followed by the proposing companies.

Omit pricing information. High level pricing information is generally solicited in the RFP, although specific pricing for contracting is generally not valid at this stage. In fact, pricing information contained in the RFP has absolutely no validity, and should not be considered relevant. The reason is because prior to the negotiation of specific responsibilities of each party in the engagement, specific pricing is irrelevant.

Ask questions. Many questions for vendors will pertain to the requirements of the company and the engagement. It is also important to ask about the providers business current clients, scope of work, geographic range, number of employees, number of employees who would work on the buyers engagement, and the ability to meet deadlines. In short, buyers should seek information they need to make certain the partnership will work.

Be cost conscious. Remember also that there is a cost to the supplier to prepare responses. The more you ask of the supplier during the request process, the more cost you add to their business costs they will need to add into their pricing models. Requesting information that does not add value to your business only adds cost and sours the relationship. Give the supplier appropriate time to respond. Suppliers responses to RFPs generally include detailed solutions and approaches to help your business improve. Suppliers need ample time to develop and work through solution ideas. It is recommended that two weeks is the minimum amount of time expected for a supplier to respond to an RFI. More standard time frames are three to four weeks, although they could be longer depending on the complexity of the engagement and the amount of information requested.

Schedule a vendor review meeting. A timely meeting gives participating suppliers an opportunity to raise questions related to the RFP. It is normally held within one week after receiving the RFP, and at least one week prior to the proposal due date.

Request non-disclosure agreements. Remember that both parties are providing proprietary information, and both have vested interests in ensuring that it remains confidential.

Written for TrainingIndustry

Strategic objectives of atraining company

Strategic objectives of atraining companyStrategic Objectives of a Training Company

Related Articles

A training company is a specialized service provider offering training programs and program facilitation to a wide range of clients, including employers. Training companies can specialize in areas such as technical and safety training, personal development, leadership skills or interpersonal communication. Whatever the specifics, all training companies share a set of strategic objectives to guide them and their clients to success.

Strategic Brand Positioning

Workplace training is all about results, and success in the industry relies heavily on establishing a solid reputation in the marketplace. Training companies seek to build a brand known for knowledge leadership in their areas of expertise. They strategically manage their brand to identify it with tangible results in the workplace. High quality service is paramount in this type of brand development, as word-of-mouth marketing can help sway a corporate buyer to make a decision about outsourcing a training initiative.

Research and Development

Work Force Development

Banker-s insight

Banker-s insightTrading Strategy Indices Third Party Calculation Agents

Third Party Calculation Agents have become more prevalent in the past years. Companies that run the strategy/index calculation as an outsourcing partner for the investment banks. This may not seem of great interest for the end client at first glance; however, there are some benefits to such an approach.

The calculation agent has very broad and discretionary powers. Banks that aim for a sustainable business will not abuse them, but there obviously is a conflict of interest. This excerpt is from the risk factors of an equity structured note .

If the calculation agent is the same entity as the guarantor and the issuer is an affiliate of the guarantor, potential conflicts of interest may exist between the calculation agent and the purchasers .

From a control point of view, it is an improvement to have an impartial third party involved calculating levels. It is true that the banks pay Third Party Calculation Agents, but this is a systematic process that can be verified, unlike CDO ratings for example.

The Third Party Calculation Agent can also provide some help/consulting on best practices for exception handling and some quality control for the rules to less experienced strategy providers.

In big and experienced investment banking operations, these advantages may not count for much, as they normally already follow best practices. Nevertheless, with the proliferation of smaller banks releasing Trading Strategy Indices, the potential for quality control as part of the work of Third Party Calculation Agents could grow.

For most clients, the existence of calculation agents other than the investment bank providing the investment strategy may not be significant enough to influence any investment decisions. Very sophisticated clients sometimes have to set up their own calculation spreadsheets, this could also be an area where Third Party Calculation Agents can leverage their knowledge and offer consulting services.

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Trading Strategy Indices Third Party Calculation Agents

Third Party Calculation Agents have become more prevalent in the past years. Companies that run the strategy/index calculation as an outsourcing partner for the investment banks. This may not seem of great interest for the end client at first glance; however, there are some benefits to such an approach.

The calculation agent has very broad and discretionary powers. Banks that aim for a sustainable business will not abuse them, but there obviously is a conflict of interest. This excerpt is from the risk factors of an equity structured note .

If the calculation agent is the same entity as the guarantor and the issuer is an affiliate of the guarantor, potential conflicts of interest may exist between the calculation agent and the purchasers .

From a control point of view, it is an improvement to have an impartial third party involved calculating levels. It is true that the banks pay Third Party Calculation Agents, but this is a systematic process that can be verified, unlike CDO ratings for example.

The Third Party Calculation Agent can also provide some help/consulting on best practices for exception handling and some quality control for the rules to less experienced strategy providers.

In big and experienced investment banking operations, these advantages may not count for much, as they normally already follow best practices. Nevertheless, with the proliferation of smaller banks releasing Trading Strategy Indices, the potential for quality control as part of the work of Third Party Calculation Agents could grow.

For most clients, the existence of calculation agents other than the investment bank providing the investment strategy may not be significant enough to influence any investment decisions. Very sophisticated clients sometimes have to set up their own calculation spreadsheets, this could also be an area where Third Party Calculation Agents can leverage their knowledge and offer consulting services.

Trading Strategy Indices The Exception drives the Rules

Trading Strategy Indices Access Wrappers Overview

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Strategic training and development agateway to organizational success

Strategic training and development agateway to organizational successTraditionally, the purpose of training and development has been to ensure that employees can effectively accomplish their jobs. Today, the business environment has changed, with intense pressure on organizations to stay ahead of the competition through innovation and reinvention. In fact, according to the 2006 SHRM Workplace Forecast . the importance of continued learning is an overarching trend of societal needs, indicating that organizations must foster learning as a social responsibility to ensure they are competitive in the global marketplace.

Organizational success depends on the knowledge, skills and abilities of the workforce. In a learning organization, retention of talent, intellectual capital and knowledge management are vital to support the company’s mission, vision and strategic goals. Trends such as globalization, technology, outsourcing, the aging workforce and competition for talent all contribute to the necessity to invest in human capital. Thus, to promote competitive advantage, a key HR leadership role is to identify, design and implement strategic training and development initiatives. 

Note: The document is presented in PDF format, and in order to view or print this document, you must have a PDF viewer, such as the FREE Adobe Acrobat viewer.

If you have a properly installed PDF reader, click here for the “ Strategic Training and Development: A Gateway to Organizational Success” .

To purchase a copy of this report click here .

Derivatives business strategy-management

Derivatives business strategy-managementDerivatives Business Strategy & Management

Derivatives Business Strategy & Management ken 2015-01-18T16:21:47+00:00

The depth and speed with which new regulatory and accounting requirements have impacted financial institutions since the crisis of 2008 has triggered the industry to take stock of and rethink their derivatives business strategy and management.

Long gone are the days when the performance metrics were limited to revenues. New essential measures are now required to improve return on regulatory capital, economic performance, cross selling, best market practices, risk governance, and fit for purpose IT architecture. New strategies need to be devised to increase revenues and reduce costs, while continuing to ensure increasingly demanding regulatory and accounting compliance.

Do you know the real economic value added (EVA) of your derivatives business?

Would you like guidance in how best to unwind books/positions?

Have you considered outsourcing some of your processes?

Should you develop xVA pricing models internally or should you rely on a vendor solution?

Are you looking to identify low hanging fruits to make more money or reduce costs?

How do you design and implement a Target Operating Model (TOM) which incorporates best market practices?

These are just some of the things we can help you with at Solum Financial to optimize your derivatives business strategies and risk management.

Our services in this area include:

Strategic review of your derivatives business and the inherent risks

Cost/Benefit and Risk/Reward analysis of your derivatives activities

Impact assessment of the new regulatory environment on your derivatives business

Core vs. Non-Core assessment analysis

Derivatives best market practice gap analysis

Trading strategy development jobs

Trading strategy development jobsClick Here To Apply Now!

Vice President, Trading Strategy Development

Responsibilities:

-Conduct original research in order to develop and implement proprietary trading strategies, including work on the implementation of trading infrastructure.

-Analyze, develop and test automated financial trading strategies using mathematical and quantitative techniques.

-Conduct quantitative analysis of currently used trading models and techniques in order to identify problems and improve performance.

-Use sophisticated models for quantitative analysis of financial data, extracting price movement forecasts.

-Perform original mathematical and statistical research and analysis in support of the development of complex equity derivative financial instruments.

-Conduct quantitative research and analysis of trading data to decrease transaction costs and lost opportunity costs.

-Develop models for estimating and analyzing the risk of portfolio investments, as well as for optimizing such portfolios.

-Develop and deploy in-house software and quantitative tools for the use of risk managers, front-office traders and back-office auditors.

-Support our trading operations and day-to-day trading analysis. Tools used include: C++, MATLAB, Perl, Python, R, SQL, Bloomberg, UNIX Shell Programming, HDF5 data and Linux.

Qualifications:

-Masters degree in computer science, mathematics, statistics or a related field (foreign equivalent acceptable).

-Must have 2 years of experience in research, analysis and development of complex quantitative models and trading strategies using sophisticated financial methods for quantitative analysis of financial data.

-Experience must include research and development of trading strategies, including volatility arbitrage and profitable high-frequency options market data analysis tools.

-Must have experience in trade analysis software development.

-Must have experience with C++, MATLAB, Python, R, and Bloomberg.

-Must have effective research, analytical, oral and written communication, and presentation skills.

-Any suitable combination of education, training, or experience is acceptable.

Jobs, Chicago, Vice President, trading strategy development, C++, Matlab, Perl, Python, SQL

What is GetACoder?

GetACoder is a leading Global Services Marketplace doing business in more than 234 countries regions. Our unique system accelerates your time to market and provides your business with key competitive advantages. When you use GetACoder you are stretching your budget and saving as much as 60% over traditional outsourcing. GetACoder is changing business, now it's no longer about what you own or build but which resources and talent you can access. With GetACoder you reduce expenses, increase efficiencies, aggressively grow your business, and create a sustainable competitive advantage. GetACoder makes outsourcing to any part of the world an easy task! With GetACoder it's simple to outsource any type of work, gain access to global talent and manage jobs online.

What is GetACoder?

GetACoder is a leading Global Services Marketplace doing business in more than 234 countries regions. Our unique system accelerates your time to market and provides your business with key competitive advantages. When you use GetACoder you are stretching your budget and saving as much as 60% over traditional outsourcing. GetACoder is changing business, now it's no longer about what you own or build but which resources and talent you can access. With GetACoder you reduce expenses, increase efficiencies, aggressively grow your business, and create a sustainable competitive advantage. GetACoder makes outsourcing to any part of the world an easy task! With GetACoder it's simple to outsource any type of work, gain access to global talent and manage jobs online.

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August 4, 2015 at 11:13 am

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C++back testing trading strategies

C++back testing trading strategiesWhat is GetACoder?

GetACoder is a leading Global Services Marketplace doing business in more than 234 countries regions. Our unique system accelerates your time to market and provides your business with key competitive advantages. When you use GetACoder you are stretching your budget and saving as much as 60% over traditional outsourcing. GetACoder is changing business, now it's no longer about what you own or build but which resources and talent you can access. With GetACoder you reduce expenses, increase efficiencies, aggressively grow your business, and create a sustainable competitive advantage. GetACoder makes outsourcing to any part of the world an easy task! With GetACoder it's simple to outsource any type of work, gain access to global talent and manage jobs online.

PowerST TM is a professional level backtesting software product. For the specialty of intermediate to longer term time horizon position trading, PowerST is the premier trading strategy research software for CTAs, hedge funds, and other more advanced systems researchers.

Product summary:

Robust business level product offering including availability of 100% full C++ source code for the strategy testing calculation engine.

An emphasis on portfolio level testing including the ability to test portfolios composed of multiple markets and multiple systems, and advanced portfolio level money management testing capability.

High end strategy testing capability:

True portfolio level testing, vertical (information and risks for trading in the individual market and system) and horizontal (information and risks for trading in other markets and systems). Dynamic portfolio level money management decisions based upon portfolio level metrics available bar by bar during the simulation.

The ability to scale open trades (i. e. adding or subtracting additional contracts or shares to and from open positions) based upon portfolio level considerations. For example, to dynamically adjust risk for the current trade, for market sectors, for one of multiple systems being traded, and/or the risk of the entire portfolio.

Extremely flexible parameter stepping feature with programmable control over the parameter stepping loops. The ability to customize the contents of the results report including user defined performance statistics. Portfolio level parameter stepping, including parameter stepping of money management strategy parameters.

Detailed, highly programmable, highly interactive charting. Extensive and detailed reporting from portfolio level down to individual markets.

Forward trading support for generating trade signals based upon actual market positions, including money management position sizes.

Trading rules programming is based upon C++, but in a simplified form designed for non-programmer traders. This has all of the advantages of C++, and strategy research can be done by strategy researchers themselves the same as with products based upon proprietary languages.

Or for more complex strategies, the full C++ language is available along with extensive programming environment access to the internals of the strategy testing engine. This is a core aspect of the PowerST software design. The entire product is oriented around this concept of simple to complex strategies being a gradual progression from simplified C++ to more complex C++ to any level of full C++ that is needed.

PowerST addresses the high end of the product spectrum with a product firmly oriented towards programability, customizability and extendability:

Most reports in the software are fully customizable, plus facilities for creating new custom reports.

Separate programming environment for composing new performance statistics.

Many aspects of the testing environment are exposed to users for custom modification.

Based upon C++, there will never be any language restrictions.

Speed! Both the PowerST software itself and the user programming of trading strategies rules is all pure, raw compiled C++. This makes PowerST hugely fast.

Power is the namesake of PowerST, a name that was chosen to reflect the design goals of the product. The priority in every aspect of the PowerST software design is maximum programmability and flexibility (as opposed to simplicity). The power versus simplicity tradeoff is a reality of backtesting software, and PowerST is the software at the extreme of this balance. PowerST is a more technical product, with an emphasis on the ability to write code to test any kind of trading strategy, as well as to write code to modify the testing environment. PowerST is a unique balance of very advanced strategy testing capabilities in a full featured and highly usable commercial product.

This really is the cutting edge. If you are serious about rigorous, accurate testing of trading systems along with portfolios and position-sizing then PowerST will not disappoint you. This is a monster of a testing package which contains features that I have not seen in any other trading application regardless of price.

An action item example

An action item exampleAn Action Item Example

For Business Action Plans

Custom Search

This action item example continues on where the strategic plan leaves off.

Once you have a plan, you need to execute it (with one of your business action plans).

As early as when you are developing your small business plan. you need to consider how to build action items for your strategic goals.

You also need to consider - specifically if you have numerous business action plans and/or if you have numerous action items - action item tracking software.

Action item tracking software will enable you to track progress against the action plan format.

An Action Item Example:

Action Item (what): Increase small business sales and grow market share by 10% a year over the next 3 years.

(The strategic goal was to become a leader in the industry - growing market share is one action this company might take to get to their goal.)

Who's responsible: A team; or the owner; or sales and operational staff (it is not sales' responsibility alone to achieve growth; this must be done in conjunction with the operations group (if a manufacturing company) or with buyers (if a retail store e. g. what's hot, what's not; sales staff can't increase sales if the stock is wrong or outdated); or consider the advantages of outsourcing and identify outside resources who could help and include a budget in this part of the process.

How: This would depend on whether you are growing the market (by adding new products) or whether you are taking away someone else's share.

If you add new products, you need to conduct solid market research to make sure that the products are viable, that you understand the product's life-cycle, that you have strong product differentiation and uniqueness, and that you have positioned the product well.

If you plan to take away someone else's share of the market you need to have something of higher value than whatever your competitor offers: e. g. significantly better customer service or delivery or product or price or brand or ?

When: Put in place time measures. For example, a market research study to be completed in one month; a new product or service to be launched in 6 months; how long for sales to achieve a good number; etc.

The most important part of your plan is. (you must define this aspect of the action plan format - for example, increase market share by 10% of the overall market is a significant goal, therefore the most important part might be assessing how your competition will react, how will you solidify your position in the market (are you a market challenger, leader or follower), and more.)

Action plans must include your business financial budgets (including costs), targets, deadlines, business performance measures, and who's responsible for each action. Make sure that you break down your plan into small, do-able chunks of time and resources. Review continuously and either update or improve the plan as you go along.

Use this action item example to help you create your own action items and use action item tracking software to manage your activities. Build business actions plans on a regular basis to address strategic initiatives and directions.

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