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020 _a9798868808968
_9979-8-8688-0896-8
024 7 _a10.1007/979-8-8688-0896-8
_2doi
050 4 _aHF5548.125-.6
072 7 _aKJQ
_2bicssc
072 7 _aCOM005030
_2bisacsh
072 7 _aKJQ
_2thema
100 1 _aSubramanian R, Kannan.
_eauthor.
_4aut
_4http://id.loc.gov/vocabulary/relators/aut
_988887
245 1 0 _aImproving Operating Leverage Using Hyperautomation
_h[electronic resource] :
_bUnlock Strategic Advantages Across Banking and Non-Banking Financial Institutions /
_cby Kannan Subramanian R.
250 _a1st ed. 2024.
264 1 _aBerkeley, CA :
_bApress :
_bImprint: Apress,
_c2024.
300 _aXXV, 541 p. 516 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _a1 Enterprise Operating Model -- Chapter 2: Non-interest cost management -- Chapter: 3 Enterprise Process Automation, TDABC -- Chapter 4: Operating Leverage -- Chapter 5: Improving Operating Leverage -- Chapter 6: Operating Leverage – Bank of the Future.
520 _aImproving operating leverage is about operational resilience, structural operational efficiency, and sustainable revenue growth. Activity-based enterprise non-interest cost management is an important component of enterprise risk adjusted return management methodology. This book builds on the author Kannan Subramanian’s earlier book, Event- and Data-Centric Enterprise Risk-Adjusted Return Management, delving in depth into enterprise non-interest operating cost management and operating leverage. Operating Leverage is about managing a bank’s capabilities and its capacity to deliver its products and services efficiently. It is not limited to managing operational costs but includes the operational support for the growth of business and for improving profitability. Profit is an absolute measure that denotes the amount of money the bank makes after deducting all expenses. Profitability measures how efficient the bank is at utilizing its resources to generate risk-adjusted returns. The reader can learn to improve risk adjusted operational effectiveness by implementing a nuanced approach to managing performance, risk, control, and cost simultaneously, at the process level. You’ll examine how some institutions have implemented activity-based costing in a siloed environment and without enterprise process automation. Many institutions do not have a scientific way of managing non-interest costs. The book explains why hyperautomation, a technology that intelligently automates business processes, is a more advanced and comprehensive way to manage these factors in a holistic and integrated way. Improving Operating Leverage using Hyperautomation is your complete guide to enhancing risk adjusted operational performance through a nuanced approach to performance, risk, control, and costs at the process level.
650 0 _aBusiness
_xData processing.
_959544
650 0 _aInformation technology
_xManagement.
_957223
650 0 _aComputer science.
_958552
650 0 _aApplication software.
650 0 _aArtificial intelligence.
_958441
650 1 4 _aBusiness Informatics.
_965949
650 2 4 _aBusiness Process Management.
_966185
650 2 4 _aComputer Science.
_958552
650 2 4 _aComputer and Information Systems Applications.
650 2 4 _aArtificial Intelligence.
_958441
650 2 4 _aIntelligence Infrastructure.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer Nature eBook
776 0 8 _iPrinted edition:
_z9798868808951
776 0 8 _iPrinted edition:
_z9798868808975
776 0 8 _iPrinted edition:
_z9798868813498
856 4 0 _uhttps://doi.org/10.1007/979-8-8688-0896-8
912 _aZDB-2-CWD
912 _aZDB-2-SXPC
999 _c65691
_d65691