Consultancy

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  • 20 Jul 2016

    Social Learning – The Forgotten Part of 70:20:10?

    The concept of 70:20:10 learning has been with us since 1996. Organisations continue an apparently inexorable march towards the considered perfect balance between Learning in a Workplace Environment (the 70), Social Learning (the 20) and Formal Learning (the 10) that traditionally provided the structure that drove organisational learning & development. AS THE POWER OF THE 10 FADES ... As the power of the 10 fades and more focus in placed on the 70, it is often the middle 20 of Social Learning that is forgotten. Ever since Bandura initially suggested that “Most human behaviour is learned observationally through modelling: from observing others, one forms an idea of how new behaviours are performed, and on later occasions this coded information serves as a guide for action”, L&D departments have sought to harness this concept for their own powerful gain.
  • 20 Jul 2016

    The (Re)emergence Of The Workplace Coach

    Many Financial Services organisations are developing learning solutions that are shifting the emphasis from ‘trainer-led’ to ‘learner-led’ blended interventions The drive towards learner-led solutions continues to gain momentum: companies being motivated by budget savings and learners motivated by flexible access to the learning curriculum - a ‘win win’ situation! The desire to embrace digital technologies and access the wealth of online learning resources is high on everyone’s agenda. Beyond the work environment we all continually learn in what the Open University calls ‘Incidental’ learning.
  • 20 Jul 2016

    Trust DSW To Help You Rebuild Trust

    We’re almost nine years on from the financial crisis of 2007, yet consumer surveys consistently reveal that the UK financial services industry remains one of the least trusted sectors. The reputational damage suffered as a result of this crisis being exacerbated by widespread revelations of gross malpractice across the sector. FOR SIXTEEN YEARS Edelman’s Trust Barometer has tracked the levels of consumer trust across 27 different countries around the world. The 2015 results highlight that only 36% of UK consumers have trust in financial services, placing the UK 19th out of the 27 countries surveyed. This means that two out of every three people surveyed do not trust the industry; an alarming statistic which tells us that consumers believe financial services organisations have not changed despite many protestations to the contrary.
  • 11 Jul 2016

    Disruptive Innovation: Getting Sand Between The Toes

    Will the introduction of the regulatory sandbox enable new entrants to the financial services advice arena to challenge the established adviser way whilst bringing the concept of robo-advice more to the fore? THE THEORY OF DISRUPTIVE INNOVATION ... ... was first coined by Harvard professor Clayton M. Christensen in his research on the disk-drive industry and later popularised by his book The Innovator’s Dilemma, published in 1997. It explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost are the status quo. Initially, a disruptive innovation is formed in a niche market that may appear unattractive or inconsequential to industry incumbents, but eventually the new product or idea completely redefines the industry.
  • 15 Apr 2016

    FAMR: Report is Out

    In a nutshell the FCA report seeks to address three main concerns as this extract details: 1. AFFORDABILITY We believe that the RDR has brought about a positive step change in the quality of advice available to those with larger amounts to invest. However, steps need to be taken to make the provision of advice and guidance to the mass market more cost-effective. We make a number of recommendations intended to allow firms to develop more streamlined services and engage with customers in a more effective way. These include a proposal that the FCA should set up a dedicated team to help firms developing mass-market automated advice models to bring these to market more quickly, and that HMT should consult on amending the definition of regulated advice.
  • 14 Apr 2016

    Brexit: “In? Out? What’s It All About” for Financial Services?

    BREXIT: "IN? OUT? WHAT'S IT ALL ABOUT" FOR FINANCIAL SERVICES? THE FINANCIAL SERVICES SECTOR’S IMPORTANCE TO THE UK’S ECONOMY AND THE IMPACT ON LEAVING IS CRUCIAL TO THE BREXIT DEBATE, AS: The FS account for 8% of the country’s GDP, and around 3.5% of all British job Financial services and related professional services accounted for 11.8% of UK GDP 
 in 2013 and employed over 2.1million people Financial services accounted for 11.5% of total tax receipts for 2013 and 2014. In addition, the financial sector generated a trade surplus of £67 billion in 2013, more 
 than all other net exporting industries. FDI in the industry was £100 billion.
  • 20 Feb 2016

    A Blueprint for Digital Transformation

    A BLUEPRINT FOR DIGITAL TRANSFORMATION. The ‘decision tree’ analysis will ensure that when a decision to digitalise is made, it is for the right reasons and will deliver the desired learning outcomes for the intended audiences. DSW concur with the CIPD that: “Through alignment of business need, learning objective, and user preference, choices can be made from a range of digital learning components, which can then be combined to create an effective digital learning solution.”
  • 04 Feb 2016

    Financial Advice Market Review: Is this RDR 2?

    SO WHAT DID WE CONCLUDE? We are convinced that financial advice is needed by the mass affluent, and even those with more simple financial needs, though more cost effective methods of distribution and advising must be designed and implemented. The FCA will publish their output from the review in the spring and will pave the way for the re-introduction of simplified advice methods, complemented by ‘roboadvice’, where technology will play an increasingly important role in the advice process.
  • 01 Dec 2015

    The Search for L&D Utopia

    SINCE 2009 DSW HAVE BEEN SANTANDER’S CHOSEN LEARNING PARTNER. WE CAUGHT UP WITH SANTANDER’S HEAD OF LEARNING, ROB ASHCROFT TO LEARN. EXTRACTS COVERING HIS VIEWS ON THE SECRETS BEHIND THIS LONG STANDING PARTNERSHIP AND THE EMERGING TRENDS WITHIN L&D ARE SHARED HERE FIRST OF ALL ROB, CONGRATULATIONS ON THE NEW ROLE
  • 01 Dec 2015

    Conduct Risk: Top Tips

    Embed The Right Culture Promote a culture of prevention and detection Encourage people to ‘speak-up’ without fear of consequences Move away from traditional sales led bonussystems and look at ethical and customer focused rewards Use training to embed the culture deep within the organisation (top to bottom) Empower Staff To Provide The Right Customer Solutions Ensure training is focused on treating customers fairly Give your staff the necessary supporting aids e.g. product information sheets Embed conduct risk considerations into any new product launches and throughout its lifecycle