The title of my blog on the 2017 SfEP conference at Wyboston Lakes was “Linnets, Laughter, Learning”. All three were available at #SfEP2018 Lancaster too.
Alongside a big helping of food for thought. The plenary session led by PTC CEO Kathryn Munt added a serious note to proceedings, highlighting big changes in the way publishing houses and outsourcing companies are working with each other and with freelance suppliers, including editors and proofreaders.
Still, better out than in. It’s better that we don’t put our heads in the sand and that we stay fully conscious of these trends; so we can work together with other industry players such as PTC to address the needs of the outsourcing companies and make them aware of our needs.
More on that later. We should also celebrate the many joys that the conference brings. Opportunities for renewing old friendships, making new ones, letting our hair down (in a, by and large, rather attractive and introverted way) and revitalising our businesses with new knowledge, techniques, hints, tips and reminders about the things we know we should be doing. And learning some new words along the way, courtesy of Kia Thomas’s inspired obscenity-compounding.
This was my second conference and I didn’t think it could possibly improve on the first. But it did. Partly because I knew so many more people already. Seeing them all again felt very warm and reassuring and exhilarating, however many tweets, forum posts and emails had passed between us since #SfEP2017. Nothing beats IRL.
This is the latest edition of my quarterly round-up of key announcements and developments in UK financial risk and regulation. Although it’s longer than usual the reporting in this edition is still quite summarised, and includes curated links to underlying source stories or documents for the reader who wants more detail.
The rubber is now hitting the road with regard to Brexit and its impact on financial services. Opinion is starting to coalesce around the possible (or even likely) outcome. Accordingly, this edition of the round-up includes an attempt to broadly summarise the position; though it remains complex and fast moving, with many variables.
This edition also includes some links to and coverage of technical communications relating to Brexit – notably from the Bank of England/PRA – which are starting to appear in preparation for the expected withdrawal in March next year.
Elsewhere the dizzying pace of policy and technical announcements from the likes of Basel, the FSB and the EBA continued. As did business as usual regulation from the EU, the PRA and the FCA.
To help readers see the wider picture, or pick up anything I don’t cover in detail, I include in this blog some comprehensive indices of publications and announcements from individual regulators’ websites.
*** Note: The articles in this blog do not constitute advice, but please contact me here for further information, including where to get the best advice. ***
Tagline: Layering works well as a template for summarising almost all business and technical content: a useful, valuable, legal pyramid scheme. [20 words]
Plain language summary:
Layering is a good technique for anyone writing business or technical content who wants to put across strong messages to different audiences.
It’s powerful, adaptable and based on a simple idea. Your reader matters. Your readers matter.
The template assumes you’re trying to reach different audiences who don’t have the same level of expertise. Or don’t have much time. Or both.
Using a layered summary approach helps you reach everyone you need to. There’s something for everyone, technical expert or general reader, whether they have seconds to spare or much longer.
And you don’t need to worry about what to leave out. Because you can throw the kitchen sink into your final ‘resources’ section.
The extra detail won’t distract or crowd out your summary messaging. But it’s available for anyone who really wants to know more, leaving you to focus on what really matters: the message and your main content.
Culture in financial services firms is – if not exactly a buzzword – more of a concern to regulators today than some of the themes that have historically preoccupied them.
Hardly surprising, given numerous failures of culture stretching back to the 1980s when governments across the world started deregulating markets: financial crises, bank collapses, huge losses, taxpayer bailouts, corporate and individual misdemeanours – many helped along the way by severe problems in the culture of the failing firms.
I’m not going to use this blog to re-hash war stories that have already had ample publicity and coverage over the decades.
Instead I want to focus on what culture in financial services firms means, partly informed by my own experiences past and current. How do firms formulate and package their culture? Can the language that a firm uses in its external and internal communications provide any leading indicators of its culture?
Can stakeholders such as regulators, depositors, investors, employees and suppliers identify and recognise the underlying culture of a firm, in the absence of adverse – but lagging – indicators such as critical losses, collapse or regulatory failure? What signs or behaviours might be revealing of a shallow or expedient culture?
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