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BearingPoint

BearingPoint is a leading management and technology consulting company serving the Forbes Global 2000 and many of the world's largest public services organizations. Our more than 17,000 passionate, experienced consultants help organizations around the world solve their most pressing challenges, day in and day out. Through our collaborative and flexible approach, we help our clients get practical, sustainable, measurable results, make the right strategic decisions and implement the right solutions.

Our Website: http://www.bearingpoint.com


Latest Content From BearingPoint

Podcast: What are the challenges facing the sourcing and procurement organizations today?

by BearingPointApr 28, 2008

Join BearingPoint senior manager Bill Stotzer in exploring the challenges facing the sourcing and procurement organizations today. Many financial institutions have identified procurement cost savings and made an attempt at cost reduction. Some have achieved greater success than others. We see two primary factors contributing to the low success rate in cost reduction. First, due to favorable market conditions in the Financial Services sector over the past five years, minimal attention was paid to cost effective Sourcing and Procurement. Second, the financial services industry has also experienced a significant amount of merger & acquisition activity over the last 5 years. Although a fair amount of integration activities have occurred, the combination of these institutions has created another set of challenges. Sourcing and procurement cost takeout is very easy to understand at the strategic level. One needs to identify where an organization can consolidate spend, use enterprise leverage to negotiate lower unit cost, and then direct the users to purchase from the new enterprise contract. However, in a large global institution, with a fair degree of autonomy in the business units, these tasks can be very difficult to implement. Many companies use leading practices in isolated pockets throughout the enterprise. We look at Sourcing and Procurement across 11 different attributes using an enterprise maturity model to help clients understand their position relative to leading industry practices, determine the maturity level goals of the client and develop a multi-year roadmap to achieve those goals. For those who want to reduce cost


Whitepaper: Seven Steps to More Effective Performance and Risk Management

by BearingPointApr 21, 2008

The recent market turmoil showed concerns many financial executives had that traditional investments in risk and financial methods and systems are inadequate to support their bid to effectively steer their organizations through turbulent markets. As a result, as the crisis subsides and managers begin to reposition in the market, organizations are faced with a challenge in making the best use of very constrained balance sheets. BearingPoint has created a seven-step methodology to help organizations address these issues and position their organizations to deliver superior results.

A mistake organizations should not make is to overlook the significant impact of the human factor in achieving superior performance. Through the seven steps that have been outlined, you will identify ways to not only examine your daily business, but how to change it. The challenge with financial institutions today is that information is produced in silos. With all this information being spread around, it is hard for a manager to know what is going on and when there is a problem that needs to be dealt with. Our proven methodology focuses on the importance of putting information in the hands of the deal maker and how to change the incentive structure.

In a period of sharply reduced balance sheet allocations, certain businesses have reached A point where information and tools are required if they are to compete effectively. Organizations can better prepare themselves to achieve advantageous returns by formulating a comprehensive risk and performance strategy. A strategy similar to that outlined


Whitepaper: Five Questions Your Performance and Risk Management Reporting Framework Should Answer

by BearingPointMar 28, 2008

For firms trading mortgage product, the recent credit crisis highlighted significant gaps in the information that trading and risk management executives receive. When rates rallied, spreads widened and funding dried up, managers on most trading floors relied less on the traditional information that was readily available to them to manage through the crisis. Instead, as the crisis deepened, informal, manual, spreadsheet-driven reporting exercises were launched on a daily basis to give managers the information they needed. Consider the question�if management at any one of the top 10 firms by losses in this crisis had the sort of information contained herein, would they have avoided the crisis? BearingPoint�s work in and around the Street suggests that the answer is no. Major players knowingly descended the risk curve to pursue spread because investors were hungry for returns�and they were willing to take on greater risk to achieve those returns. Much has been debated on this topic. The decision was, in many cases, either push down the risk spectrum and risk greater losses, or stop trading in that product�neither one an enviable option. However, where management teams agree is that had they better performance and risk management information, they may have been able to minimize the impact of the market turn, avert potentially embarrassing mistakes and better manage senior management expectations. BearingPoint offers a performance and risk management reporting solution that helps financial institutions bring transparency and control to their trading activity in a cost- effective environment.


Podcast: Seven Steps to Better Financial Services Risk Management

by BearingPointMar 20, 2008

Join BearingPoint Managing Director Brian Hart to explore the seven steps to more effective performance and risk management. As a result of the recent credit crisis, organizations are faced with a challenge of making the best use of a very constrained balance sheet. BearingPoint has created a seven-step methodology to help organizations address these issues, and position their companies to deliver superior results.

Through the seven steps that have been outlined, you will identify ways to not only examine your daily business, but how to change it. The challenge with financial institutions today is that information is produced in silos. With all this information being spread around, it is hard for a manager to know what is going on and when there is a problem that needs to be dealt with. Our proven methodology focuses on the importance of putting information in the hands of the deal maker and how to change the incentive structure. Above everything else, an organization must learn how to implement a comprehensive integrated performance and risk management framework. This framework is vital for the success of one�s organization.

In a period of sharply reduced balance sheet allocations, certain businesses have reached a critical point where information and tools are required if they are to compete effectively. Organizations can better prepare themselves to achieve advantageous returns by formulating a comprehensive risk and performance strategy.


Whitepaper: Managing costs through enterprise performance improvement

by BearingPointMar 20, 2008

The combination of a depressed housing market, an increase in criteria for loan qualifications, fewer financing options, a decrease in interest rates, mortgage portfolio write-downs and write-offs, and the overall effect of the subprime crisis is forcing banks to re-evaluate how they do business from the top down and bottom up. The industry remains highly regulated and must devote numerous resources to anti-money laundering (AML), the Bank Security Act (BSA) and capitalization requirements promulgated by the Basel II accords and other regulatory bodies. In addition, globalization and technology advancements will continue to drive consolidation in the banking industry.

Financial institutions are also under increasing pressure to manage costs aggressively and simultaneously develop operating models that can more easily adapt to fluctuating demand and evolving customer expectations, particularly as they weather through the subprime storm. Banks not only need to continue traditional cost-takeout strategies, they also need to develop a more targeted approach to reducing costs while increasing value. Smart companies will target initiatives within an enterprise performance improvement framework to reduce costs while increasing the value add of core activities, as well as eliminating or offshoring non-core activities.

As the banking industry tackles the latest round of challenges presented by current market conditions, leading companies will emerge stronger. Your financial services organization cannot afford to wait to evaluate its cost structure and make sure that all possible strategies have been deployed to improve performance, reduce costs and position itself for profitable growth.


Podcast: How Global Service Delivery Affects Overall Performance

by BearingPointMar 01, 2008

Join BearingPoint managing director Gil Mermelstein to explore Global Services Delivery and how it can reduce costs while still providing several opportunities for growth. While many companies, especially in the capital markets industry, have done a lot around realigning their global footprint, there are many organizations that are just beginning. Countries such as India and others in Central Europe have seen the most action, as more and more companies look towards outsourcing.

It�s the major cost reductions and expedited service deliveries that have many companies turning to Global Services Delivery. There are so many opportunities around re-engineering their current operations and improving their speed to market quality. To develop a successful plan of action, a company needs to be given a thorough evaluation of their current program. Once we understand where a company currently stands, it�s easier to recommend changes to their current infrastructure. Ever company is different, which means that for each client, the strategy we advise is customized to fit their needs.

We not only work with some of the most distinguished experts in the field, but individuals with a deep domain expertise. It is our expertise that will provide you with measurable results in both your bottom line and overall performance.


Podcast: How IT Effectiveness Creates Savings and Increased Performance

by BearingPointMar 01, 2008

Join BearingPoint managing director Frank Mackris to explore how IT effectiveness can reduce costs while improving performance. With all the pressure on the CIO of an organization to deal with the ever-changing marketplace, now more than ever, they are turning to technology resources for assistance.

The main obstacle for an organization is delivering technology in a cost-effective manner. Most often, leaders are not aware of their total spend across the organization. The idea behind IT effectiveness is to integrate an IT Cost Transparency solution which is paramount for determining the total spend. With IT Cost Transparency, you are able to look across the entire organization to see the costs of all services, facilities and people, and to see how it relates to the applications you�re utilizing. It is this type of function that will allow you to re-evaluate where you are currently spending your funds and how you can reduce costs.

One of the most significant obstacles we see occurring is the unwillingness for an organization to welcome new solutions. Most clients only have a ledger view of their current spend. These are the clients that need a transparent component added to their current infrastructure. Once a client sees the costs that can be reduced, leaders are compelled to act.


Whitepaper: Strategy For Increasing Exports Of BPO

by BearingPointJan 01, 2008

This paper and the strategy are based on the objective realities of the local environment. It not only points out the strengths but also the weaknesses and, as such, it is advisable not to release the entire report to the public. It is also emphasized that the any strategy would not be able to produce instant results as persistent and consistent efforts are needed over a time frame of 1-2 years in both the education and industry sectors to achieve sustainable growth in the ITPS (IT Professional Services) sector and to be able to compete with the leading players with any degree of success.


Whitepaper: Server Operating System Licensing & Support Cost Comparison: Windows Server 2003, Red Hat Enterprise Linux 3 and Novell/SUSE Linux 8

by BearingPointJan 01, 2008

While information technology decisions are based on many factors, the costs associated with software licensing and ongoing vendor support are often of prime concern. Given the importance of short-term direct costs as part of the purchase decision, some organizations are including commercialized Linux distributions in their consideration set based on Linux’s reputation as a ""Free"" open source alternative. This paper from BearingPoint explains for organizations that are looking to make strategic IT decisions should focus not only on direct acquisition and support costs, but also on factors that more significantly differentiate these products, particularly those factors that contribute to overall business value.