Partners' Research

This report will describe a set of best practices throughout the AI lifecycle, from planning, development and deployment to ongoing monitoring of AI models to ensure the responsible, ethical and fair use of AI. Businesses have to be proactive in developing a strong foundation for responsible AI. Otherwise, they will risk having to take AI implementations offline or suffer costly remediation that will be detrimental to their return on investment.

Practical quantum computing is often quoted as being ten years away, but financial services is one of the sectors already demonstrating benefits from its early adoption.

Quantum computing use cases for financial organizations involve solving complex problems that have too many variables for classical computers to be able to return a result on a realistic timescale. These include making accurate predictions of markets, predicting trading signals in financial markets, calculating credit-decision outcomes, portfolio optimization, risk mitigation and identifying fraudulent activity.

Current quantum computers have a limited number of qubits – a measure of quantum computing power – are unwieldy and expensive, and existing code libraries are limited. Other barriers to adoption include a skills gap, poor return on investment and a limited supporting ecosystem.

To get around this, most businesses access quantum computing resources from major quantum computing suppliers via the cloud and work in partnership with vendors to develop algorithms. There are four main types of quantum processors. Of these, trapped ion technology has been demonstrated in risk management scenarios, and annealing quantum computers for simulation, fraud management and customer loyalty use cases, among others. However, it is unclear which technology will prove best across the board for financial services in the long term!

Recently, the federal government has made a generational investment into American infrastructure. Besides the monetary amount being unprecedented, the federal government has built an incredible amount of flexibility into its legislation, entrusting local governments to spend their allotments as they wish. As communities consider where to direct their allocations, there are ways officials can stretch funding further—such as through collaboration and by learning about the ways other communities are approaching the challenge.

Let's pretend the government created a new department whose sole purpose was to keep leaders up to date on what's around the corner. Let's pretend they were interested in getting out ahead of change so protective guard rails could be devised, debated, refined and instituted before-the-fact. Take social media for example. Imagine having the conversation we're having today in 1997, before Facebook and Twitter grew unstoppable. Now imagine enacting safeguards today against the potential dangers of nanotechnology, robotics, space flight and other disruptors - rather than after the train has left the station. Imagine using foresight to "pre-dapt" before the emergency is upon us.

Read this article to read about the 4 practical measures the government can act on today to head-off further economic duress caused by the pandemic shutdown. 

After surging growth in the past two years, the DDIC market is facing a sharp decline in 2022. According to Omdia’s latest forecast in Display Driver IC Market Tracker, the total demand forecast for DDIC in 2022 is expected to decrease by 12% YoY, reaching 7.8 billion units. Demand for all the main applications is declining this year, including notebook PCs, monitors, tablets, LCD TVs, and smartphones. Large -sized DDIC demand, which accounts for 70% of total DDIC demand, will decline by 12% YoY, of which LCD TV demand will decline by 12%. In the small and medium-sized DDIC category, smartphone demand (including both LCD and AMOLED displays) is forecast to decrease by 17%, and the overall demand for small and medium-sized DDIC will decline by 12% YoY.

Financial institutions need a common approach to support payment innovation with a shift occurring to central platforms that can support multiple payment types rather than siloed engines. The demand for instant payments is growing from both a consumer and business perspective, with settlement expected to occur in real-time.  

Payments is the key to unlocking new value-add services for banks, and they require a payments hub platform that provides interoperability whilst enabling new differentiating services. Banks need to understand the capabilities and limitations of various payment hubs to implement the correct strategic approach. Omdia Universe: Selecting a Payment Hub, 2021–22 will help C-level executives, payment heads, and IT directors select the payment hub platform that provides the capabilities they require to enable their payment transformation ambitions.  

The Omdia Universe report is not intended to advocate an individual vendor but rather to guide and inform the selection process to ensure all relevant options are considered and evaluated in an efficient manner. As the payment hubs market is largely driven by large tier domestic/multinational universal banks, the report findings gravitate towards the likely requirements of these institutions, although consideration of platforms to address needs and deployment options of mid- to small-tier banks is also evaluated.  

The financial services sector is among the most mature users of enterprise systems in the economy. Established institutions often preside over generations of computing platforms that have evolved over the years to accommodate on-premises data centers, private-cloud and public-cloud infrastructures, according to executives at KPMG.

Timely access to the best information has put the issue of data quality at the center of business transformation initiatives that are critical to the continued and sustained success of established institutions over the months and years to come.

New technological developments, the rise of new competitive disruptors and changing customer expectations have elevated the importance of accelerating the pace with which institutions bring new value-added services to market. A growing number of executives are taking a hard look at how fintech services, ISVs and SaaS resources can support this “need-for-speed” in a risk-adjusted manner.  

These were among the conclusions of a recent CIO.com moderated roundtable co-hosted by Eyal Levin and Judy Grussing of IBM.