Technology and regulation must go hand in hand for financial services In recent months, we have seen a major focus on regulation, with the Autumn Statement, global sanctions developments and, most recently, the Edinburgh Reforms – with an emphasis on reducing red tape to fuel the growth of the UK’s financial sector. Whilst regulation has a crucial role to play in shaping and protecting the industry’s future, with a robust environment imperative, it is more important than ever that financial institutions also focus on utilising the best in technology and innovation to not only ensure compliance with evolving regulatory requirements but also power both business growth and that of the industry as a leading global hub. Effective compliance results in better, more informed business decisions. When supported by technology, these are faster, frictionless and improve customer experience, leading to business wins and profit. Digital transformation should, therefore, be at the top of the agenda going forward, supporting ongoing regulatory reforms by strengthening the accuracy and efficiency of compliance, thus helping the proposed agile framework to flourish, and enabling businesses to truly thrive. Beyond the ecosystem, banks and financial services organisations will need to embrace digital transformation by overhauling legacy infrastructure. This is particularly pertinent given the ever-changing EU regulatory landscape, as banks need to ensure they can adapt and react swiftly to comply with developments, and the UK works to refine its own regulatory framework to make it more agile considering market requirements. This cannot, though, be at the expense of bolstering innovation. Regulations serve a valuable role in providing the framework to effectively function within the financial services sector and, as such, as the UK continues to modify existing regulations, the balance between encouraging innovation and economic growth while ensuring public and investment communities are protected should be considered. To succeed, businesses should overhaul their internal infrastructures, trusting in the best-of-breed technology at their disposal. Operational risk management as a primary example, current manual processes are simply not as effective as they could be. It can involve hundreds of analysts who need to access external sources of information to identify ultimate beneficial owners UBOs, establish corporate hierarchies, screen for politically exposed persons PEPs and cross-check sanctions lists. Performed manually, this is often slow, error-prone, and expensive.
Technology and regulation must go hand in hand for financial services
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