We are in an unprecedented period of change – enforced by a global pandemic. This reality is causing many businesses to reconsider and accelerate their digital transformation plans, which will almost certainly mean deploying new technology at a pace that can open the door to risk. Key will be ensuring the latest technology can be integrated with legacy technology, without compromising any existing processes.

At SRM Europe, our clientele ranges from music to financial services to food retailing to architecture. And, while all these industries are very diverse, there are commonalities; primarily the need to adapt to change. And, as we’ve recently experienced, change happens, regardless of our level of preparedness; never mind if it happens to be something you never dreamed would occur. It is not unusual for an organisation to shy away from change, as they see change as the inverse of stability. It can be if a business doesn’t prepare for it.

It is good to remember what Leon C. Megginson said about the survival of the fittest, “it’s not the strongest that survive, but the most adaptable”. Companies that wish to remain adaptable must proactively address change. There are businesses, such as SRM Europe, who make it their goal to assist organisations in getting and keeping a handle on the changes heading in their direction. SRM’s proven methodology has done just that for our clients.

How do you know when you’ve reached the best deal? We’ve found the average-sized business has anywhere between four and 10 substantial supplier agreements needed to keep their organizations operating. The bigger the business, the larger the number of vendors.  The more vendors, the more demands on procurement specialists challenged with negotiating these contracts – often with limited visibility or familiarity.

Since the economic hardships of the 2008 financial crash, it’s fair to say the United Kingdom’s businesses and economy have rebounded well. Yet, both old and new obstacles to a healthy P&L persist, while businesses seek to thrive in competitive markets and preserve a healthy work culture for employees. 

 In a recent blog post, we outlined the lessons learned in the year since the UK’s Open Banking regulation took effect. The Open Banking concept is hardly confined to Great Britain, however.  Countries as geographically and culturally diverse as Singapore, Australia, Holland, and Canada have also embarked on similar endeavours to alter the dynamics of their financial services sectors – thus also altering other interconnected sectors.

Three Things We’ve Learned from the UK in Year One of Open Banking

January marked the one-year anniversary of the Open Banking regulation coming into effect in the UK, making this a good time to step back and assess its progress, or lack thereof. For the uninitiated, Open Banking is seen by financial regulators as a means to spur fintech innovation and foster increased competition in the UK banking market. Its underlying premise is that transactional data is the property of the account holder, and if the consumer or business elects to share such data with a third party, the bank must facilitate its efficient transfer, securely.

As with many high-minded concepts, the devil is in the details, so let’s consider how it’s playing out in the real world so far.

Ok, so clearly they’re not banks but putting aside regulatory distinctions, it’s an interesting question. And if you’re Canadian you may already have a view, as last week Ontario’s biggest Credit Union, Meridan announced “motusbank”: a national digital bank with a Credit Union ethos. How long before we see something similar in Europe?

Though it may be difficult to do, leaving politics aside for a moment, you may find that current world events offer useful insights that have relevance and application to your work. 

Here are nine observations from the challenges faced by the parties involved in the Brexit negotiations.