Financial Inclusion in India: Social Leveller or Fuel for Growth?

whitePaper | June 28, 2023

Central banks have different motivations for exploring or developing central bank digital currency (CBDC), and the demand for improved domestic and cross-border payment rails differs across jurisdictions. To help central banks in the planning and development of their CBDCs and to make sure that interoperable functionalities are considered in time, the central bank community should take steps at the beginning of the design process to include these considerations. Although this paper does not take a stance on the choice to issue a CBDC, it considers interoperability in a global future state where a CBDC may exist.

whitePaper | January 9, 2020

The United States played a starring role as the rest of the world watched the President become the third leader in history to be impeached by the House in December. Our chief protagonist kept investors guessing by prolonging the ongoing US-China trade wars while simultaneously applying a slew of tariffs across Europe, South America, and elsewhere in Asia.

whitePaper | May 6, 2020

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whitePaper | May 3, 2022

A world-class customer experience is mandatory for banks that wish to build engagement and loyalty, and expand their share of wallet. Smart banking is crucial to providing and supporting such an experience.

whitePaper | May 12, 2022

Over the past couple of years, our Collections practice at 2nd Order Solutions has expanded to not just include large banks and credit card issuers, but an increasing number of fintechs, both in the US and abroad. The fintech sector has grown tremendously over the last 2-3 years, and as their customer bases have grown larger, there is an increasing mandate to focus on default management, especially with delinquencies beginning to rise. This paper highlights emerging trends and recommends immediate focus areas for fintech leaders to quickly strengthen Collections practices.

whitePaper | October 1, 2022

In today's economic scenario, whatever key business purpose and strategy your company emphasizes; customer intimacy, technology optimization, cost optimization or disruptive innovation; workplace practices must reflect and actively drive behaviours to deliver on that purpose, strategy and your corresponding market positioning. Unless the two are integrated, financial institutions will realise that they are putting their businesses at high risk. Some of the risks that are specific to this sector include misaligned business processes, insecure work environment and information silos which affect both processes and information security. This whitepaper outlines the impact of technology failure and its crippling impact on a financial organization and how technology can help reduce risk, be more cost effective and provide strategic value.