Frontiers in Finance articles archive
Frontiers in Finance articles archive
View articles from the Frontiers in Finance archive.
- Regional fund passports create opportunities in Asia Pacific
- Talent strategies for insurance companies
- Senior managers regime challenges
- Perfect storm drives investment banks to add FinTech innovation
- Building investment bank culture to drive competitive advantage
- Wealth management transformation
- Insurance companies build talent management strategies to bridge growing skills gap
- Lessons in currency trading risk from the recent Swiss franc and Euro volatility
- Alternative investments and institutional investors: Pension funds driving a changing future for hedge fund managers
- Insurance and big data analytics: Data management strategies could give insurers competitive advantage
- Chief Data Officers will be the next generation of leaders driving data quality assurance and bank transformation
- Insurers investing in insurance FinTech startups
- Wealth managers apply social media analytics to stay close to customers and stay ahead of risks
- Social Physics: How good ideas spread and lessons for the banking sector
- IFRS 9: Making the transition – Challenges and opportunities
- The G20 summit: Time for reflection on the agenda for financial services
- New approach to data integration can help financial services organizations master their unstructured data
- Complex and opaque alternative investments demand a different approach to pension fund governance
- Increased capital markets automation demands greater focus on managing complex operational risk
- Investment banks rethink finance offshoring model: Casting a critical eye on finance shared service centers
- Banks and insurers confront technology transformation: Why legacy system renewal projects may fail to deliver?
- Putting the customer first – For real
- Cutting through concepts: Virtual currencies get real
- Data: An integral driver in transforming the operating model
- Insurers ‘reclaim’ customer experience with digital tools
- New pressure on investment management: Regulating remuneration
- Global regulatory cooperation under threat: Tension over US bank capital proposals
- Systemic risk: A limitation of traditional risk management practices
- How technology has driven change in the payment services industry
- Regulatory roundtable: Bank supervision focuses on technology and data risk
- Leveraging visual analytics for real-time business intelligence
- Cyber crime: Insurers in the firing line
- Rebuilding and reinforcing banks’ risk data infrastructure
- Managing data throughout its lifecycle
- Frontiers in Finance – April 2014
- More effective risk culture in banking
- Regulatory reporting: Challenges for markets and regulators
- Moving on – Does the industry get it?
- Embedding real culture change and managing talent risk
- Micro-insurance under the microscope
- Importance of an integrated approach
- China rising: The focus of payments moves east
- Western banks in Asia – What does it take to succeed?
- Western banks in Asia – Success factors
- Unlocking the opportunity within: Predictive analytics and modeling in insurance
- Rethinking operations
- Pivot, tweak or pounce: Strategic challenges in wealth management
- Chief Data Officers drive crucial bank data governance
- Post-banking crisis regulatory reform continues to impact banking sector with many intended and unintended consequences
© 2025 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.
KPMG refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is a private English company limited by guarantee and does not provide services to clients. For more detail about our structure please visit https://kpmg.com/governance.
Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.