Managing Technology in the Operations FunctionBy
- David Loader, Managing Director, Derivatives Management Services, London
- Graeme Biggs, Derivatives Management Services
'Managing Technology in The Operations Function' looks at issues in technology from the operations function rather than from an IT perspective. It explores the use of technology for processing, provision of client services, risk management and business management. The authors analyse the benefits of straight through processing and the practical implications of managing technology products in operations. System risk and opportunities are explored and case studies are examined along with industry trends to assess upcoming developments and their impacts.The use of technology is one of the key drivers of growth in the volumes of business in the financial markets today. The impact that technology has had, and is still having in the operations function is truly substantial. Technology now reaches into just about every aspect of the business. Electronic trading, messaging systems, and information distribution have created a global market that is, relatively speaking, instantly accessible and available. For operations this manifests itself in two ways: the automation of processes and the automation of information gathering and distribution. For operations managers this period of change has elevated the function from a pure support service into a dynamic revenue protector/generator, with a heavy client service and risk management focus. The reliance on technology to drive this progression forward and to meet the challenge is therefore of crucial consideration for the operations manager.The challenge for the operations teams and managers is to embrace technology and maximize the use of this vital and powerful tool within the business. A failure to do so will inevitably have a negative impact on the operations function and ultimately damage the whole business.
Operations staff in banks and other financial institutions who have experience in the finance industry; Individuals who seek a career move into the operational side of the business, or those who wish to move into a supervisory/management role with the operations function.
Paperback, 234 Pages
Published: November 2002
Imprint: Butterworth Heinemann
- Preface; Key drivers in automation; What can I.T. deliver?; Working with I.T. - processes and flows; Working with I.T. - management, projects and budgets; An operations project case study; Technology risk; Trends and developments; Appendices; Glossary.