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1、2023 STUDYDigital Transformation enters a new phase heres what comes nextCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study data22023 BRO
2、ADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyAbout this StudyDigital transformation is still at the top of the C-suite agenda,but its entering a new phase driven by more powerful technology.The third-annual Br
3、oadridge Digital Transformation and Next-Gen Technology Study explores the investment decisions and practical realities financial services firms face during their transformation.This year we surveyed 500 C-level executives and direct reports across the buy side and sell side from 18 countries to und
4、erstand where they stand today,and what they expect in 2023 and beyond.32023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOve
5、rcoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataKlaus Schwab,World Economic Forum Founder and Executive Chairman,first envisioned how artificial intelligence could disrupt business and society well before AI began
6、to reach maturity.His book,The Fourth Industrial Revolution,anticipates the way technology could improve efficiency and productivity.Today the revolution is mainstream:financial services firms have embraced digital transformation like never before.Widescale adoption of new,more powerful technology i
7、s next.The digital revolution is now mainstreamMany are aware of the need to reinvent themselves and quickly to meet these opportunities and threats.STUDY SHOWSMore than half of participants agreed that digital transformation is currently the most important strategic initiative for their company.Fir
8、ms now spend around 27%of their overall IT budget on it,compared to only 11%last year.For many,digitalization is becoming an integral part of their change management and business innovation programs.These once-novel projects are now“business as usual.”Seventy-one percent say AI has significantly cha
9、nged how they work.More change is coming as AIs capabilities expand.Established financial firms face challenges from new“digitally native*”entrants to the market,particularly on the distribution side of financial services.These upstarts arent weighed down by legacy systems nor outdated thinking.They
10、re agile and tech-obsessed:to compete,incumbents must be too.*Digital Natives include online banks,brokers,robo-advisors,and digital wealth management firms established in the last 15 years and not part of an incumbent firmFrom intriguing to essential?42023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIG
11、HTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix
12、 and study dataThis study looks at what leading firms do differently to accelerate transformation.We categorized firms as Leaders or Non-leaders based on how advanced they are in the most essential aspects of digital transformation.This includes their innovation culture,use of emerging technologies,
13、modern IT infrastructure,seamless customer experience(CX),internal skill-building,and adoption of security and privacy protocols.What defines a Leader?Respondents are optimistic about the future despite significant work ahead.Eighty percent think the industry will modernize its tech stack before we
14、land a human on Mars,currently estimated to happen within a decade.Some will do this by“lifting and shifting”legacy systems in favor of more cost-effective,cloud-based infrastructure that puts microservices and APIs at the core.Transformation is lifting off80%“Major new entrants are already encroach
15、ing”“There are major new entrants into the financial services space from non-traditional sectors.Legacy organizations like ours have to reinvent themselves,which is incredibly time-consuming,complex,and expensive.Whereas if youre a new entrant,you can start from scratch.”Head of Data and Analytics,U
16、S Full-Service Institution“AI is constantly evolving and so are its use cases”The robots may not be taking over,but theyre certainly making work easier for humans.AI is becoming more powerful.“Smart automation,fueled by machine learning,is helping our employees execute tasks faster,analyze data more
17、 quickly and create higher quality work.”Head of Operations,Canadian Broker-Dealer“Mid-sized firms feel the squeeze”“Very large players will get larger,and then youll have smaller boutique firms that are high touch and offer niche services.Everyone in the middle is going to get squeezed.”Senior Part
18、ner,UK Investment/Asset ManagerLEADERS SAY52023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdle
19、sThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataWere on the cusp of a new chapter in digital transformation,driven by more powerful technologies.However,in a challenging economic environment,it can be difficult to justify spending on innovatio
20、n while trying to juggle the demands of day-to-day operations.But as next-gen technologies mature,firms are reporting improvements in customer acquisition and retention,cost efficiencies,and faster time to market from their use,creating a more measurable business case for investment.Where is the ind
21、ustry investing,how much progress is it making,and whats delivering value?And what are firms classed as Leaders doing differently?The role and impact of next-gen technologiesFirms are spending more on major tech tools.Respondents said they will increase their spending in these areas by 20 to 30%in t
22、he next two years.Organizations are willing to invest in tech,but hurdles to adoption remain.Putting budget toward these initiatives is vital,but its also critical that teams find ways to work together to make the most of digital opportunities.STUDY SHOWSData analytics,AI,cloud computing,and blockch
23、ain/DLT now deliver tangible ROI.Blockchain and distributed ledger technology(DLT)are now creating cost savings and real business value.In the longer term,well see stronger use cases for decentralized finance;firms need to plan for this transition.These essential tools are more visible than ever,wit
24、h a clear business case for new investment.Next-gen tech comes of ageOn average,firms plan to boost their spending on next-gen tech by more than 20%in the next two years,with a particular focus on cybersecurity.+20%Seventy-one percent of respondents say AI is now significantly changing the way they
25、work.71%62023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesC
26、o-piloting digital transformationLessons learnedAppendix and study dataMind the investment gapRespondents are optimistic about the future despite significant work ahead.Eighty percent think the industry will modernize its tech stack before we land a human on Mars,currently estimated to happen within
27、 a decade.Some will do this by“lifting and shifting”legacy systems in favor of more cost-effective,cloud-based infrastructure that puts microservices and APIs at the core.TechnologyLEADERS SAY“Were already seeing value”“AI and machine learning are constantly evolving and are becoming more intelligen
28、t.AI is aiding us in automation,smart decision making,enhanced customer experience,research and data analysis,error reduction,and increased business efficiency.”CTO,Japanese Broker-Dealer“Were using data to predictcustomer needs”“We are improving our data analysis tools in response to new demands to
29、 create predictive analytics,understand purchasing preferences,and identify anomalous fraud detection during transactions.”CTO,Danish Retail Bank“Were automating customer onboarding”“We can onboard customers to new products completely digitally with minimal human intervention and automatic straight-
30、through processing in generation of documents,approval,the whole thing,making the process as quick and effective as possible.”CEO,US Broker DealerOpen platforms and APIsIoT and sensorsRobotic process automationCybersecurity technologyData analysis and visualizationCloud platform and applicationsAI a
31、nd machine learningBlockchain and distributed ledgersBiometrics and digital identityCrypto and other digital assets29%14%38%24%28%14%35%27%33%25%32%24%28%21%27%22%20%18%12%13%Study responsesLeaderNon-leader72023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of
32、 executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataThere is focus,funding,and prog
33、ress.Yet some firms are moving faster than others.What is still holding organizations back,and what are the keys to overcoming challenges?Firms are taking a variety of approaches to navigate the hurdles that inhibit innovation.Overcoming hurdles to digitalizationSTUDY SHOWSReinvention for a digital
34、world wont come easy,especially for incumbents with established systems and procedures.More than 40%of respondents say theyre still held back by inflexible legacy systems.More than a third of firms lack funds for digital transformation and economic headwinds arent helping.The same percentage struggl
35、e to balance innovation with day-to-day tasks.This is driven in part by a shortage of the talent and skills needed to advance.Reinvention for a digital world wont come easyLeaders said they would dramatically expand the use of AI across the enterprise,and centralize data across the firm.The top choi
36、ce for all others is replacing legacy systems with modern cloud platforms,indicating the gap in progress between the firms leading the way and those lagging behind.We asked executives what they would change if they had a magic wand to accelerate transformation.3 TOP CHOICES FROM LEADERSDramatically
37、expand the use of AI and automation enterprise-wide.Gather,integrate,and provide access to all enterprise data.Be able to anticipate customer needs 5 years from now.82023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformati
38、on journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataTriaging tech hurdlesWhere Non-leaders see greater challengesWhere Leade
39、rs see greater challengesNon-leadersLeadersLEADERS SAY“Spaghetti of technology”“Financial institutions typically grow through acquisitions,which present great challenges.They end up with systems that are often incompatible,creating a spaghetti of technology.”CEO,US Retail Bank“Late adopters”“A lot o
40、f organizations that are late adopters are going to struggle because theyre so far behind,and thats a challenge.”Head of Data Analytics,US Retail BankInflexible legacy systemsBalancing innovation with daily businessMajor digital talent shortages Major digital talent shortagesInsufficient budgetIncon
41、sistent data quality and accessKeeping pace with technological change Ongoing market and economic disruptionStaff resistance to constant changeManaging multiple service providersBalancing innovation with daily business 28%23%22%28%27%37%43%33%33%30%28%50%34%32%33%27%27%27%21%28%20%50%“Tech moderniza
42、tion and simplification”“We took a very traditional commercial bank and modernized the core banking system by bringing in a whole series of best of breed applications developed by fintechs that did things much more effectively.”CEO,UK Bank92023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.
43、Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study da
44、taThe study is an opportunity to understand whats on the radar of the most exceptional leaders in financial services.On average,our respondents firms control estimated assets of$121 billion.Four of five respondents are from traditional financial services companies and so the results speak to market-
45、wide dynamics.Senior executives understand that they must grapple with adapting to near-term change,while also trying to anticipate how technology will transform the industrys future.We asked executives how technology will change industry dynamics in the longer term,what theyre doing to prepare,and
46、which of the newer/emerging technologies such as quantum computing and the metaverse theyre investing in for the future.Whats next in tech transformation?More nascent technologiesSTUDY SHOWSBlockchain and DLT could change the value proposition of firms that currently play a central role in financial
47、 services.Theyll have to reconsider where they fit in a world of tokenization and decentralized finance.DLT will become the core of financial markets infrastructureof respondents agreed that in 10 years blockchain and DLT will become the core of financial markets infrastructure.60%LEADERS SAY“A step
48、 change in computing power”“Edge computing and quantum computing will have more focus as we plan to increase our computing capacity,considering the vast amounts of data and universe to be canvassed.”CTO,US Investment Manager102023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Thi
49、rd annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataA quantum le
50、ap forwardOther nascent technologies,such as quantum computing,could create even greater disruption for the industry in the future.Quantum computing offers the potential to process complex computations millions of times faster than todays most sophisticated supercomputer.These tools,in tandem with e
51、dge computing,the cloud,and AI,offer the ability to harvest data at scale,and analyze it much more rapidly to make more accurate predictions and solve complex optimization problems.Firms are increasing investment in these technologies,but more incrementally than established technologies.How much doe
52、s your firm plan to increase investment in the following technologies(on a percentage basis)in the next two years?The metaverse and quantum computing:watch and wait?Unlike some of the more established technologies,respondents are not quite as enthusiastic about what the metaverse offers the industry
53、 at least not yet.Although 39%of respondents agreed the metaverse will become a key channel for client interaction in the next ten years,firms are only increasing investment by 5%on average over the next two years.Theres openness to the metaverses potential,but most firms are taking a“wait and see”a
54、pproach before committing funds.39%12%13%5%QUANTUM COMPUTINGMETAVERSE WILL BECOME KEYEDGE/FOG COMPUTINGMETAVERSEVR AND AR112023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revol
55、ution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataDigital transformation requires buy-in from all stakeholders;progressive outcomes are hard to achieve without a com
56、mitment to cooperation between business and technology functions.The study shows that business and tech leaders have bought into transformation,but that doesnt mean they agree on how to drive it.Co-piloting digital transformationBusiness leaders want tech leaders toTech leaders want business leaders
57、 to50%Develop a better understanding of the business and how technology can support it37%Think more about the business case for new initiatives and communicating them to top management24%Provide them with a clear picture of ITs role in driving digital transformation36%Give IT more autonomy to make d
58、ecisions29%Allow IT to take a fail-fast approach18%Have a better understanding of digital technology and its potential uses122023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe rev
59、olution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataA clear view of where the organization is going,and how technology can get it there,is key to delivering the righ
60、t IT initiatives that create value and fit the firms strategic goals.A shared vision123IT and business leaders sometimes speak different languages.IT leaders must translate complex technical concepts in ways business leaders can understand,while business leaders need to gain greater technical litera
61、cy.CommunicationEach side needs a better understanding of the others perspectives,priorities,and constraints to find common ground.EmpathyTeams need to focus together on three core elements to lead132023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executi
62、ves on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataBridging the gapHow business leaders th
63、ink technology can help drive digital transformationHow tech leaders think business leaders can help drive digital transformationGaining the talent edgeThe consequences of failure go beyond digital transformation.Sixty percent of tech leaders and 52%of business leaders say falling behind in digital
64、transformation will hurt their ability to attract and retain talent.Digital LeadersAll responses60%Gain a better understanding of digital technology and its business uses45%36%Communicate the firms long-term strategy and ITs role51%43%Work in closer partnership with the IT team35%31%Provide IT with
65、greater freedom to make decisions25%29%Have senior executives champion digital transformation projects24%26%Learn more about the business and how tech can support it53%37%Provide greater clarity about ITs role in driving transformation63%50%Articulate a strategy on how the firm can leverage the data
66、 it holds28%32%Avoid investing in the latest technologies without a clear business case22%29%Work in closer partnership with the business team6%24%Help build the business case to sell tech projects to management25%24%Encourage a fail-fast mentality rather than risk avoidance18%18%Articulate customer
67、 and end-user needs more clearly10%18%SAY FALLING BEHIND WILL AFFECT HIRING142023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impa
68、ctOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataThe term“fintech”first appeared in the New York Times in 1993.The word spoke to a very specific,nascent idea.Today,all financial services companies from Canadian
69、 retail banks to Singaporean hedge funds are thinking like technology companies.Technology spending is higher than ever before.Digital and tech transformation is at the top of every leaders agenda:the question on everybodys mind is what more can they do to accelerate the speed of innovation.To answe
70、r this question,we looked at:The results were surprising.Lessons learnedThe differences between how Digital Natives and traditional financial institutions approach transformationHow firms classed as Leaders drive transformationTheyre also more likely to make big investments in data analysis and visu
71、alization tools(66%)and AI during the next two years(46%).66%VISUALIZATION TOOLS46%A.I.Incumbents need to deal with legacy IT systems while Digital Natives need to focus on prioritizing innovation,enhancing the customer experience,and automating workflows.A greater proportion of traditional firms ar
72、e Leaders(20%)in our maturity framework compared to Digital Natives(14%).Digital Natives can learn from incumbents about how to develop the skills and resources required for tech-driven change,and how to create a culture of innovation.20%TRADITIONAL FIRMS14%DIGITAL NATIVESDigital Natives(online bank
73、s,brokers,robo-advisors,and digital wealth management firms established in the last 15 years and not part of an incumbent firm)are more likely to agree that digital transformation is their most important strategic initiative(78%vs.51%of traditional firms).Theyre more advanced at deploying AI,blockch
74、ain,cloud computing,and other emerging technologies.78%DIGITAL NATIVES51%TRADITIONAL FIRMS152023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen t
75、echnologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study dataWhat digital Leaders do differentlyLeaders are doing six things differently.They are:LeadersNon-leaders11 times more likely than other companies t
76、o be at an advanced stage of applying AI,blockchain,cloud,and other emerging technologiesMore likely to have advanced integrated data platforms across business departmentsReplacing legacy systems with cloud-based IT platformsIncreasing spending on next-gen tech by 25%in the next two years vs.18%for
77、Non-leadersAlmost twice as likely to create a culture of continuous innovationBuilding the in house digital skills and resources needed to succeed35%3%57%10%56%14%25%18%47%29%39%20%LEADERS SAY“Winners will collaboratewith tech”“Think about your place in the ecosystem.The winners will be regulated fi
78、nancial institutions most adept at collaborating with tech and fintech firms.”Non Executive Director,UK Bank“Stay focused”“Stay focused on your value proposition to give customers what they want.Keep an eye on what is coming in the future,and how you can take advantage of it to benefit your customer
79、.”Head of Data and Analytics,US Wealth Manager“Stay flexible”“Stay flexible and adapt.We all have strategic plans,roadmaps,and visions,but no matter how good they are you need to be adaptable.Hire people with that mindset in the C-suite.The more visionary people work for Facebook and Google,so you n
80、eed a good C-suite who are willing to be flexible and adapt.”CEO,Swiss Private Bank2023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technology
81、s impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study data16FURTHER READINGBroadridge prepares you for whats nextBroadridge partners with clients across Capital Markets,Asset Management and Wealth to accelerate di
82、gital transformation.We modernize platforms,digitalize communications,and offer next-gen technology and data solutions that help our clients capitalize on emerging opportunities.Market trends,insight and analysis to help you navigate digital transformation,innovation and next-gen technologies.Lets t
83、alk?Read more?CHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study data2023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadrid
84、ge Third annual survey of executives on their digital transformation journeyAppendix and study dataRESPONDENTS BY COUNTRY (TOTAL 500)North America49%40%9%EuropeAsia Pacific4%4%27%2%2%24%2%2%2%1%1%1%6%6%4%4%4%USGermanyLuxembourgSwitzerlandNetherlandsChinaDenmarkHK SAR CanadaSwedenJapanSpainFranceNorw
85、aySingaporeBelgiumAustraliaRESPONDENTS BY INDUSTRY SECTOR RESPONDENTS BY TYPE OF FIRM13%WEALTH MGMT.FIRM11%INVESTMENT/ASSET MGMT.FIRM12%COMMERCIAL/INVESTMENT BANK8%RETAILBANK10%DIGITALBROKER11%PRIVATE EQUITY/PRIVATE DEBT11%HEDGE FUND10%NEOBANK4%UNIVERSAL BANK10%BROKER-DEALERDigitally native firm21%T
86、raditional financial services firm79%6%UKCHAPTERSAbout this StudyThe revolution goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study data2023 BROADRIDGE FINANCIAL SOLUTIONS,INC.A
87、LL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digital transformation journeyRespondents by AUMRespondents by total estimated assets$5 billion to$25 billion21%Over$250 billion16%26%$1 billion to$5 billion$5 billion to$25 billion23%Over$250 billion21%$25 billion to$250 billi
88、on23%33%$2.5 billion to$5 billionC-level executives surveyedChief Technology Officer17%Chief Operating Officer6%Chief Marketing Officerr4%Chief Customer Care Officer2%Chief Product Officer1%Chief Financial Officer6%Chief Executive Officer5%Chief Investment Officer4%Chief Strategy Officer4%Chief Info
89、rmation Officer17%Chief Digital Officer15%Chief Data Officer13%Chief Innovation Officer7%Respondents by title42%EXECUTIVE REPORTING TO C-LEVEL33%C-LEVEL EXECUTIVE13%HEAD OF BUSINESS UNIT12%EXECUTIVE REPORTING TO HEAD OF BUSINESS UNIT$25 billion to$250 billion37%CHAPTERSAbout this StudyThe revolution
90、 goes mainstreamNext-gen technologys impactOvercoming digitalization hurdlesThe role of nascent technologiesCo-piloting digital transformationLessons learnedAppendix and study data2023 BROADRIDGE FINANCIAL SOLUTIONS,INC.ALL RIGHTS RESERVED.Broadridge Third annual survey of executives on their digita
91、l transformation journeyAUTOMATED PROCESSESINNOVATION CULTUREDATAMANAGEMENTDIGITAL SKILLS AND TALENTDIGITAL CUSTOMER EXPERIENCESMODERNIZED CORE ITDATA SECURITY AND PRIVACYDIGITAL REGULATORY COMPLIANCEAGILEWORKINGMETHODSHARNESSING EMERGING TECHNOLOGIES0 points1 point2 points3 pointsDefinin
92、g digital maturityWe developed a maturity framework based on the reported progress a company is making in areas of digital transformation.Levels of progress were defined as follows:The framework was created by asking respondents:“What stage of development has your company reached in the following 10
93、 areas of digital transformation?”Not considering or not applicable.Early Developing plans in this area and starting to implement themIntermediate Making good progress,but still have more to accomplishAdvanced Making significant enterprise-wide progress in this area,reaching what we believe to be cu
94、rrent best practice in the industryStudy backgroundThis Broadridge survey was conducted by ThoughtLab Group to understand how financial services companies are digitally transforming and adopting next-gen technologies.C-suite executives and their direct reports from 500 financial institutions globall
95、y on the buy side and sell side were surveyed,with fielding completed in Nov 2022.The total assets or AUM of companies in the sample ranged from$1 billion to over$250 billion.The study scored firms on a range of factors related to progress with digital transformation.Firms were then categorized as d
96、igital Leaders or Non-leaders in the Broadridge Digital Transformation Maturity Framework.For further details on survey methodology,please contact a Broadridge media representative.To scan,simply open the camera app on your mobile device and point the camera at the QR code.Ready for NextB 2023 BROAD
97、RIDGE FINANCIAL SOLUTIONS,INC.,BROADRIDGE AND THE BROADRIDGE LOGO ARE REGISTERED TRADEMARKS OF BROADRIDGE FINANCIAL SOLUTIONS,INC.Broadridge Financial Solutions(NYSE:BR),a global Fintech leader with$5 billion in revenues,provides the critical infrastructure that powers investing,corporate governance
98、,and communications to enable better financial lives.We deliver technology-driven solutions that drive business transformation for banks,broker-dealers,asset and wealth managers and public companies.Broadridges infrastructure serves as a global communications hub enabling corporate governance by linking thousands of public companies and mutual funds to tens of millions of individual and institutional investors around the world.Our technology and operations platforms underpin the daily trading of more than U.S.$9 trillion of equities,fixed income and other securities globally.