Benchmarking data can help you evaluate strategies, identify focus areas for your portfolio, and provide information to auditors and regulators

Despite spending more than a trillion dollars, 70% of corporate Digital Transformation projects are coming up short

Getting back to business quickly when disruption strikes

In digital transformation, customer centricity offers both important defensive and offensive capabilities

Preview of January 21 Webinar on Digital Transformation

2-cycle balances growing for cards raise issues around Persistent Debt

As Digital Disruption complicates financial services firms’ best-laid customer centricity and decisioning plans, it is easy to lose sight of long-term business strategies.

The Platform has really grown as the launch pad that is rocketing entire companies to new levels of technical and business heights.

One company’s digital transformation is everyone else’s digital disruption

My last two posts on persistent debt in the UK focused on compliance and prevention. Here’s a different angle: Can issuers actually compete in this area?

Following on from my previous post on persistent debt, here I’m tackling the topic of preventing customers from falling into persistent debt.

While issuers have already started the actions prescribed by the FCA's persistent debt regulations, there is still a sizeable amount of work to complete and opportunities to be identified.

With over £40 billion of unused exposure on inactive UK cards and over £50 billion on active UK cards there is the potential for huge losses if consumers start to eat into these limits.

Our analysis of UK cards data from the FICO Benchmarking Service has revealed some troubling trends in UK cards delinquencies. All average delinquent balances reached over two-year highs in the fourth quarter of 2018.