After the financial crisis of 2007, many changes have been implemented in the field of banking regulation. The phenomenon seems far from halting, given the technological innovations that are transforming the operating systems of banks on the one hand, and the changing global socio-economic context, and the vigilance of financial regulators. Banking regulations in full change Over the past decade, banks and their clients have had to deal with a complete change in the regulatory environment governing the work methods and products and services offered by these financial institutions, and their relationships with them. with their customers on the other hand. The figures put forward by the results of the study conducted by the Boston Consulting Group are, to say the least, staggering. Between the crisis of 2007 and 2015, 51,600 changes were made in the field of banking regulation. The phenomenon is gaining momentum since 6 years ago, that number was still 14,000. A quick calculation gives us 37,600 reshuffles between 2011 and 2015. Given the constant movement of rules governing banking operations and services, but also the emergence of dematerialized banks and new technologies applied by financial institutions, the comparison of banks is an operation that may be particularly complex. Increasingly severe regulators Most of the changes are imposed by the financial regulators who closely monitor the banks' working methods. They concern both the territorial dimension of the regulation and the technical aspects of the texts in force or those which are not yet applied. The digitalisation of services, which is currently revolutionizing the banking sector, is also one of the areas on which regulators keep an eye. All institutions whose practices are judged to be non-compliant with the standards devised by regulators and financial constables are then penalized. Between 2009 and 2016, $ 321 billion in penalties were paid by banks to regulators and their customers. And the Boston Consulting Group adds that this amount could increase in the coming years, especially for European and Asian banks. Regulatory Change management in business Whether it's a new project requiring the creation of a new team or the grouping of people, the end of a project requiring a new distribution of resources, a move or the replacement or dissemination of a tool throughout the company, the implications for employees can be numerous. These changes in habits, tools or even the workplace are not anecdotal and often have a strong impact on those involved. An error all too often encountered is to take into account only the technical aspects, to the detriment of human aspects. If any technical problem can be solved or at worst bypassed, this is not the case for human problems. Resistance to change is natural, and without support and regulatory change management, it can quickly turn into a blockage. From a situation A to a target situation B requires special management. A situation of dissatisfaction is often at the origin of a process of change or evolution in a company. The goal of corporate change management is to take into account the origins of dissatisfaction and eliminate them in order to end up with an improvement. It may be to strengthen a team with the arrival of additional resources, accompanied for better integration, or to move an entire company spread over several geographical locations to gather all staff on a single site. Whether the project is big or small, requires small changes or big changes, change management is there to make sure everything goes smoothly. Why set up a change management in business? Regulatory change management software not only overcomes resistance, but also detects upstream needs. The feedback of the dissatisfaction of the teams and their taking into account is an important step. Setting up organizational, localization or tool changes can not be improvised. Imagine that a company employing several hundred employees decides for technical or financial reasons to change its messaging software. It can not be done overnight. Users have taken habits, they like or not the solution in place, have been able to create mail filters, have a history, contacts, archives ... It is imperative to inform them upstream, to carry out tests, to set up drivers, to think about tools and methods for recovering data, emails and contacts of the previous software in order to be able to reintegrate them into the new and if possible in a simple and transparent way ... This poorly managed change will inevitably lead to a rejection of the tool to put in place and feelings of frustration and dissatisfaction.
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