Your Business Model - meeting the regulatory challenge
Date: On a date of your choice
Location: Delivered as an interactive briefing
Event Code: YBM
The firm's business model
peppers the language and documentation of regulation and the way, the FCA in
particular, approaches supervision. It features within the Threshold Conditions
for authorisation and is a prescribed responsibility in the SMF/SIMF rules. The
regulators have learned that business models can also become toxic if they have
evolved from a less than healthy culture. Can you respond adequately to the
request to “Explain your business model
and how it meets our standards?”
In financial services it's
easy to disregard them as just another regulatory burden. "We're a
bank", "we sell insurance" and “we’re a broker". Our
business process is simple; we don't need another burden of documentation.
However, few firms in the same sector will look exactly the same.
The concept of the business
model has been widely accepted as management concept for decades, and at the
heart of any sustainably successful firm is an explicit and understood business
1. Regulatory focus on the business model
- Where and how it appears
- Why there is such emphasis
2. What is a “business model”?
- More than just “an
- The basis of your competitive positioning
3. Examples from within the industry and beyond
- Customer centricity, core strength (and
4. The components of a business model
- Customer/product/competence focus
- Business scope and definition
- Identification and articulation:
dependencies and the critical success factors
5. Business model application and the key questions
- Strategy and the business model: not
synonymous but are they aligned?
- Regulatory essentials: recognised customer
needs and conduct risks?
- Is it your competitive road map?
- The risks to the model: industry
6. Validating appropriateness
- Is yours robust and appropriate?
Who should attend?
This is key to the
role of any Director who must be able to
justify the business model the firm has adopted. It will also benefit those who directly
influence the business model: e.g. operations, IT, compliance and marketing.
Attending this event
will enable you to:
the elements of a business model and the risks and opportunities associated
why the PRA/FCA focus on a firm's business model and its particular place
within conduct risk
what underpins your business model: focus on products or customers, or do you
have another source of competitive advantage?
the inter-relationships between the business model and strategy, culture and
the tools that can be used to validate a business model.
the briefing with the ability to assess the robustness and proportionality of
your business and explain why it is suitable.
Your Consultant - John Constable
John has worked for many years consulting on
regulatory topics and management development. A great communicator, he provides
interactive regulatory, risk and financial briefings, bringing to them
commercial awareness, credibility and pure energy.
He sees the best of business and the greatest areas
of challenge within firms on a regular basis. His versatility allows him to use
appropriate skills to lead groups of senior management providing current and
relevant examples to illustrate points and draw parallels to clarify complex
John’s published articles have encompassed financial
crime, learning and development strategies, operational risk management and
John has a BA (Hons.) History from Kings College
London, he holds a Diploma in Management from Henley and is a Member of
Chartered Institute of Personnel and Development.
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