Digital Transformation

In our previous article about ESG (Environmental, Social, and Governance), we explored the rise of ESG regulations and their increasing significance in the corporate world. Today, our focus shifts to the compelling intersection of the two trending topics, ESG and AI (Artificial Intelligence). The interdependent connection between ESG and AI is evident in two prominent perspectives currently shaping the discourse: "AI for ESG", which addresses how ESG challenges can be solved with the help of AI, and "ESG for AI", which examines how AI needs to be used and developed to be aligned with ESG. This article provides a concise journey to overview these two perspectives, shedding light on the intriguing fusion of sustainability and cutting-edge technology.

The fusion of AI and ESG offers a remarkable opportunity to address pressing global challenges. AI can be utilized to promote and drive ESG initiatives, thereby facilitating sustainable development and fostering a more equitable and just society. This involves monitoring and optimizing processes to minimize environmental impact, enhance social responsibility, and improve governance practices. Examples of related Problem Solving are:

The relationship between ESG and AI is not one-sided. "ESG for AI" emphasizes the importance of developing and using AI in ways that align with ethical and environmental principles. Some ESG-related issues occur when using AI.

 have emerged to create awareness of this.

The interplay between ESG and AI offers vast potential for positive change. AI's ability to enhance ESG practices and address pressing global challenges is evident. However, without due consideration of ethical and environmental implications, there is also the potential for negative consequences. It is crucial that as these two trends evolve, we strive to maximize their positive impacts while mitigating any adverse effects.

This synergy between ESG and AI is a pivotal force in shaping a sustainable and equitable future. To harness the full potential of this partnership, stakeholders across industries must collaborate, share insights, and develop frameworks that ensure AI and ESG work hand-in-hand for the betterment of business, society and the planet. Only through such joint efforts can we exceed the positive over the negative effects. Let us know your thoughts!

ESG and AI's Interconnected Journey

Strategy

In recent years, the landscape of corporate responsibility has undergone a remarkable transformation. Environmental, Social, and Governance (ESG) factors have transcended their niche status and become a fundamental consideration for governments and businesses across the globe. This shift is driven by evolving societal values, a growing awareness of ESG issues, and the tightening grip of regulatory measures. In this article, we will explore the increasing significance of ESG and how its relevance is manifesting in the financial sector, with a special focus on the rising number of regulations that are reshaping corporate behavior.

ESG considerations have swiftly climbed the ladder of importance in society. The perception of corporate responsibility has evolved, and businesses are no longer solely judged by their financial performance. Today, companies are expected to address a broader spectrum of
concerns, ranging from environmental sustainability to ethical governance.

This shift is not limited to corporate boardrooms; it is deeply embedded in the collective consciousness of consumers, investors, and governments. People are becoming more aware of ESG-related issues, pushing companies to take actions. From carbon emissions and diversity and inclusion to responsible supply chain management, ESG has permeated every facet of business operations.

Consequently, ESG is no longer a passing trend or a checkbox exercise. Every company, regardless of size or industry, must grapple with ESG challenges and, crucially, align themselves with an ever-expanding web of regulations.

The Rise of ESG Regulations and Europe’s leading role

The rise of ESG regulations is a natural progression from the era of self-regulation, which saw many companies engaging in greenwashing, a practice where they portrayed themselves as more environmentally and socially responsible than they actually were. Self-regulation proved inadequate in ensuring meaningful change, leading governments and regulatory bodies to step in.

When it comes to ESG regulations, Europe is a trailblazer on the global stage. The European Union (EU) has taken the lead in pushing for stringent ESG standards, often followed by others. Switzerland, closely intertwined with the EU market, is significantly impacted by these regulations, as Swiss companies often need to align their practices with EU standards to maintain market access. Also, the Swiss regulations are often orientated at the ones from EU.

Greenshot 2023-10-09 13.00.29.png

While ESG considerations have swept across all industries, the financial sector holds a unique position in the ESG landscape. The term "ESG" itself originated in the financial sector, showing the significance for this industry. Financial institutions, from banks to asset managers, have a dual responsibility: managing their own ESG performance and incorporating ESG considerations into their financial products and services.

Regulations are becoming increasingly stringent in the financial sector, where risk assessment now encompasses ESG factors. Financial institutions are under pressure to integrate ESG metrics into their investment strategies and products. The regulations represent a fundamental shift in how the financial sector operates and invests.

Conclusion: As regulations continue to evolve and grow in importance, companies in the financial sector must be prepared to navigate this complex landscape. ESG is no longer a choice but an imperative, and those who fail to adapt may find themselves struggling to meet
both market and regulatory expectations in the future.

Navigating the ESG Revolution: Impact on the Financial Sector and Regulatory Trends

Sourcing

In the ever-evolving business and procurement landscape, organizations face the challenge of remaining dynamic and innovative to stay competitive. This pursuit of faster time-to-market and solution-oriented approaches has given rise to the concept of “Dynamic Sourcing”. Through its agile principles, Dynamic Sourcing offers a compelling alternative to traditional procurement methods (such as RFI, RFP, e-Auctions etc.) by fostering stronger collaborations and tailored solutions. 

Dynamic Sourcing: is not just another buzzword; it represents a paradigm shift in procurement strategies. Instead of the conventional Request for Proposal (RFP) process, Dynamic Sourcing employs a Request for Solution (RFS) approach. This change introduces an effective alternative, allowing for a more fluid, iterative, and feedback-driven process. It allows organizations and suppliers to tailor solutions to your organization’s needs, versus answer an RFP, which mostly dictates the outcomes and reduces the opportunity to innovate or improve processes.  

Let's take a closer look at some of its key advantages

Embracing Supplier Expertise: Unlike traditional procurement methods, which often pre-define every detail of the future state and follow a rigid process, Dynamic Sourcing adopts a more flexible approach. Suppliers are invited to showcase their expertise and creativity, encouraged to propose the solution that best meets the organization’s needs. By providing suppliers only with basic requirements and objectives based on SMART (Specific, Measurable, Agreed, Realistic, and Time-Bound) goals, the final solution is co-created in collaboration with the suppliers.  

Empowering Solution-Driven Workshops: Dynamic Sourcing harnesses the power of iterative workshops, creating a conductive environment for innovation and out-of-the-box thinking. The process is not limited to conventional approaches but rather embraces disruptive ideas and best-in-class proposals. During solution-driven workshops, suppliers need to think beyond the obvious and come up with innovative solutions. The iterative nature of these sessions allows for continuous improvement and refinement of ideas, enabling the development of tailor-made solutions that perfectly align with the organization's needs. These workshops also play a critical role in uncovering hidden opportunities and potential risks. 

Building Stronger Stakeholder Relationships: In the past, suppliers have often been seen as external entities that are providing goods or services when asked for. However, Dynamic Sourcing transforms this relationship by fostering collaboration from the start. By involving suppliers in the co-design process, businesses can build stronger stakeholder and end-user relationships. This not only improves alignment on solutions but also creates a sense of ownership and commitment from all parties involved. 

Reducing S2C Lead Times: In the pursuit of quicker procurement outcomes, Dynamic Sourcing establishes agile processes that significantly reduce source-to-contract (S2C) lead times. These processes ensure an effective and strongly moderated sourcing journey, reducing unnecessary delays and bottlenecks. As organizations introduce Dynamic Sourcing strategies, the S2C lead time can be reduced by 20% to 50%. However, these figures are general estimates, and actual results will depend on how well an organization implements and adopts Dynamic Sourcing practices, along with other industry-specific variables such as the sourcing category. 

What are some of the limitations that organizations need to be aware of? 

Additional Resource Requirements: Adopting Dynamic Sourcing might require additional resource requirements and expertise to ensure successful implementation. Organizations may need support from professionals with experience in agile methodologies, which can facilitate the process. Often times these resources are not available internally and need to be staffed with external parties. 

Reluctance to Share Sensitive Information: In an open and innovative co-design workshop environment, some vendors may be hesitant to share sensitive or confidential information. They may fear potential intellectual property leaks or losing competitive advantage, which could hinder the collaborative aspect. To address this concern, organizations can sign NDAs, explore the possibility of anonymization or emphasize the cooperative nature of Dynamic Sourcing to suppliers. The best approach might be to communicate that the goal is to collectively create the best solutions rather than fostering direct competition among suppliers 

Mindset: To fully embrace agile procurement, organizations need to ensure that they have a receptive mindset. Teams must be willing to adapt to iterative processes, continuous feedback loops, and dynamic decision-making environment. This is crucial as it enables organizations to adapt to changing market conditions, incorporate real-time feedback, and make informed decisions promptly, ultimately leading to more agile and effective procurement outcomes. To cultivate such a mindset, organizations can implement regular training sessions, workshops, and knowledge-sharing platforms to instill a culture of continuous learning and empowerment. 

In conclusion, Dynamic Sourcing represents a significant step forward in procurement practices, but it requires a strategic and balanced approach to realize its full potential. By understanding both the advantages and limitations, organizations can make informed decisions, allowing them to reap the benefits of agility and innovation in their procurement journey. 

Revolutionizing Procurement: Dynamic Sourcing

There are many factors why choosing the right procurement platform causes such a headache for many sourcing professionals out there. First of all, the sheer number of potential software solutions is quite overwhelming. From “Full S2P Suites” to “Best of Breed Solutions” specifically for the selection process, there are so many tools available that span a multitude of categories in terms of functionalities. Comparing these providers, even with available help out there, is difficult to say the least. In addition, there is no “one size fits all” approach as tools need to be fully integrated and aligned with the organization’s processes. 

But let’s take one step backwards and ask ourselves the question: In which cases does a sourcing platform need to be evaluated and selected in the first place? 

Regardless of the rationale behind the search for a procurement platform, the evaluation process should follow a structured RFP approach, which ideally includes Proof of Concepts (PoC) or even trial periods, and must involve all key stakeholders in the process. Only then can you make informed decisions about the procurement platform that best suits your organization's needs and objectives. 

Luckily, MMG has the experience, structured approach and tools for evaluating and selecting the right procurement platform. The tried and tested evaluation approach starts with the gathering of requirements, followed by a provider pre-selection process to narrow down the short-listed suppliers. The tender process includes a PoC to fully evaluate the provider’s capabilities before actually selecting a supplier that can deliver what was promised in the evaluation process. 

But what’s that tool that you have mentioned you might ask? Well, sit tight and stay tuned for more updates in the coming weeks! 

Selection of Procurement Platforms

Now, before you start envisioning an army of robots bashing away at the keyboard, allow me to illustrate the essence of prompt engineering. In layman's terms, it's like giving your AI a nudge in the right direction, much like the way a seasoned director might guide an Oscar-winning performance 🎥

Greenshot 2023-07-26 13.26.42.png

Imagine, if you will, being at a party. You're all dressed up — your hair gelled to the nines, shoes polished to a scintillating gleam, and attitude cranked up to Mount Everest-sized charisma 🎩. You come across an introverted programmer named Alex 🤓. Now, to strike up an engaging conversation with the reluctant talker, you don't jump right in with "Yo, code-meister, how's life in the Matrix?" No, you tailor your prompt — a.k.a. your question — in a way that will evoke a substantial response. Like, "Alex, I heard you've been working on an immersive VR game. How did you overcome the spatial challenges?"

Fast-forward to working with AI — it's the same tune, different dance 💃

This is the part where I reveal my secret sauce – I set the stage by providing the AI with directives such as the tone of the article, the narrative and the word limit (because nobody wants War and Peace on LinkedIn, right?). My prompt went something like: 

Alexandra (that's my AI, a bit less introverted than Alex), write an interesting when also somewhat circular article with the title "Writing an article with AI doesn't need to be easy". The article should explain, how you wrote this very article using AI, providing the right prompts (e.g. providing the style first) to illustrate, how important and powerful prompt engineering is. The article should be entertaining to read, fun but still professional enough to put on LinkedIn, contain about 500 words and should further use the similar writing style as in ARTICLES and POSTS and should be easily understandable.

Let me just say, the result wasn't a smoothly-glazed donut at first bite. Oh no. It was more like a tangled mess of spaghetti. But, remember, AI isn't supposed to be easy! It required a lot of back-and-forth, throwing creative phrases and analogies to the AI and patiently teaching her the art of being professional, while still keeping it fun.

By now, Alexandra and I have developed our dance. She knows that when I tell her to be entertaining, I don't want her to crack AI-inspired knock-knock jokes 🤡. No, she understands that I want engaging and relatable metaphors, thoughtful witticisms, and a pinch of playful sass! And when I request for professionalism, she refrains from helter-skelter slang and sticks to a language that would make Shakespeare nod in approval 🧐.

Now, is this AI magic easy to pull off? 🤔 Not at all! Each prompt requires some forethought – considering the tone, the flow, the subject – much like spinning plates on sticks. And guess what? It makes the writing process a lot more engaging and rewarding.

So, folks, there you have it, the backstage tour of this AI-powered grand theatre. This article you just read? Yeah, it's the handiwork of a trained AI and a dash of human artistry 🎨. And while it may not always be a walk in the park, this blend of man and machine, tech and touch, is quite a thrill to behold. After all, writing an article with AI doesn't need to be easy... it needs to be interesting!

To quote an unknown philosopher (or maybe it was just Alexandra): "If the dance with AI is hard, don’t stop dancing. Just change the steps...preferably something fun with a dash of cha cha cha!"

So whether you're a seasoned AI whisperer or just plugging into the matrix, remember this – it's not about bottling the tornado, but learning to waltz with it.

Writing an article with AI doesn't need to be easy

Solution Design

Art collection has been a longstanding element of human culture, with its origins traced back to ancient civilisations like Egypt, Babylonia, China, and India. These collections were used to express spiritual and ethical values and to showcase the wealth of religions and rulers, displayed in temples, tombs, and sanctuaries. In 

 first developed among the Greeks during the Hellenistic period, which saw an increase in avid collectors commissioning works of art

 a rising trend in its use for home and garden decoration.  

However, it was only with the rise of the Roman Empire that art collecting came into its own with the creation of the art market. Modern-day collecting in the form of museums took place during the Italian Renaissance, where there was a theorisation of art collecting. Commissioning artworks and possessing vast collections were symbols of social status, erudition, and taste, and artists gained higher status and respect. In the 19th century, museums and institutions began acquiring artworks and the 20th century saw the rise of modern art movements and new art forms. Nowadays, the art market has become more accessible with new forms of art collecting, such as fractional ownership and art investment funds. 

 The blending of art and finance has opened up new and innovative ways for investors to engage with the art world. These new methods of art collecting have enabled a wider range of people to invest in and own artwork, as well as created new opportunities for artists and collectors alike. The expansion of the art market has prompted banks, wealth managers, insurance companies, and new market players to incorporate art investment into their service offerings. 

According to Deloitte Art and Finance's latest report, ultra-high net worth individuals' wealth allocated to art and collectables in 2020 was estimated at around $1481 billion, and by 2025, the projection is estimated at $1882 billion. The European market is estimated to be 24% of the market share, meaning $437bn by 2025. The growth of this market goes hand in hand with a rising demand for personalised banking services as clients require holistic and tailored solutions that adapt to their specific needs, for which art investment can play a major role. 

Art investment provides several advantages, making it an enticing asset class. Firstly, art has a history of appreciation and can offer attractive returns in the long run. Additionally, art can serve as a diversification tool, offering a hedge against traditional investments such as stocks and bonds. It also provides an opportunity to build a legacy and pass down valuable assets to future generations. Art collections can also enhance the corporate identity of companies, demonstrating their commitment to culture and the arts. Moreover, the rise in accessibility through fractionalised ownership and investment funds has made art investment more attainable for a wider audience. Lastly, investing in sustainable art can align with environmental, social, and governance (ESG) principles, allowing investors to make a positive impact while generating returns. 

The evolution of art collecting has opened new ways for people to invest in and own art. The art market has become increasingly accessible in recent years, making it possible for people to invest in artworks at various price points. Indices like Art Price make it more transparent, while art funds such as Anthea Art Investment or Artemnudi Investment Funds provide interesting proposals. There has also been a growing trend of art and technology, incorporating blockchain into art services such as 4Art Technologies. In addition, new regulated proposals are also evolving, as in the case of Artex.io, an MTF (multilateral trading facility) for art investment regulated by the FMA in Liechtenstein and compliant with MiFID II. This proposal enables investors to invest in art shares and trade as buying and selling stocks. 

However, as with any growingly-attractive market, art investment also comes with challenges, such as lack of liquidity, high cost of entry, and difficulty in valuation, storage, and maintenance requirements. For financial institutions to offer new services in this segment, it is vital to understand the market pain points and know how to mitigate risks. As such, the role of specialised management consultants is key in this new service offering, as they can support through the whole value chain, ensuring the smooth integration of art service into the banks' offering. At MMG Management Consulting, we have field experts that will smoothly help navigate this exciting field for your company, from ideation to implementation. 

The Intersection of Art and Finance: Developing Trends and Markets 

In celebration of International Women’s Day, I decided to take a closer look at the ongoing issues and challenges women face in the workplace. While we must acknowledge that much progress has been made, the message is clear: there is more work to be done.

According to the Global Gender Gap Report 2022 released by the World Economic Forum, no country has reached gender parity and it will take 132 years to close the global gender gap. The gender index and basis for the report measures equality between men and women in four key areas: economic participation and opportunity, educational attainment, health and survival, and political empowerment.

It is well documented that globally, women are underrepresented in senior positions, in certain industries and that women earn less than their male counterparts (especially true for women of colour). Perhaps lesser known is that as women move into more senior positions, the wage gap actually widens between women and men. The 2020 Swiss Earnings Structure Survey conducted by Federal Statistical Office compared salaries between male and female professionals at various levels within an organization. The study found that for lower level employees without management responsibilities, the gap between women and men was 6.87%. As the professional level advanced into more senior positions, the gap increased reaching a 16.8% gap for top, upper and middle management levels.

The same study also looked at the average overall pay gap (18%) in Switzerland (19.5% private sector, 15.1% public sector). Rather than accept this figure at face value, the study dug deeper to see if the gap could be attributed to other factors. The study found that 52.2% of the pay gap could be attributed to explainable factors such as the “endowment effect”, structural differences between the professional careers of men and women, qualifications, representation in senior positions and work in low-paying sectors. The remaining 47.8% was unexplainable and could not be attributed to any factor other than potentially discrimination. 

Lower female representation at senior levels and in certain industries (e.g., technology, engineering, finance, etc.), creates structural challenges for women. Fewer women mean fewer networking, mentorship and coaching opportunities which makes advancement more difficult. For a variety of reasons, same-sex mentorship is far more common and for many, more comfortable. For example, a male senior leader may prefer to grab after work drinks with a junior male team member instead of a female team member (and vice versa) for reasons of appearance, seemingly inappropriateness, to avoid “awkwardness” or any potential HR misconduct, etc. Affinity bias – the tendency to favour people who are similar to us - also plays into this. Senior leaders may identify with a particular junior team member because “they remind them of them when they were younger” and be more likely to provide coaching and mentorship. As a result, women are often excluded from informal networks and mentorship programs, which can provide valuable guidance and support. This can make it harder for women to navigate the workplace and develop the skills and connections needed for success, further perpetuating the issues.

Company policies and support could help address this networking and mentorship deficiency for women. Group, team or department organized social events offer the opportunity for all team members to interact in a group setting where it is expected that team members of all levels and genders mingle. This could help avoid seemingly awkward 1:1 networking and provide the opportunity for junior and senior team members to interact. Internally assigned mentor-mentee relationships based on seniority and career pathing could offer both men and women opportunities to learn and develop with the support of a more senior colleague. There are also increasing numbers of external networking organizations geared toward helping aspirational women build a network with other likeminded women. There is often a membership fee and perhaps some events which take place during working hours. In recognition that women are more challenged to build a supportive professional network (particularly with senior leaders, and particularly in certain industries), companies could support (financially, allowed worktime) female employees to participate in such groups.

Along the same lines, company policies and pay structure could bring salary alignment between women and men. Wage matrices could be designed to include salary bands for various positions with defined parameters (e.g., tenue, experience, education, performance, etc) for wage construction. This could then be supplemented by annual salary reviews by management and/or HR where the salaries of like employees are compared (and adjusted as needed) to ensure fair pay. Alternatively, companies could be transparent with salaries of all employees so that each person knows the salaries of their colleagues (and speak up if an unexplainable delta).

Another aspect of underrepresentation and disproportionate ratios of men in certain industries and in hiring/senior roles, is that it can make it more difficult for women to access and obtain the job in the first place. Male dominated industries may see higher rates of male referrals by male employees – a self-perpetuating issue. In the absence of suitable referrals, a slew of biases can also impact hiring decisions. For example, hiring managers may seek out or opt for candidates who are similar to them (affinity bias) or believe that men are better suited for the industry or role (performance bias).

Another significant bias which can impact hiring and promotion decisions is the maternity/maternal bias. Maternity bias includes the tendency to be wary of (or avoid) hiring, promoting, or offering opportunities to women due to fear that they will take maternity leave as well as the tendency to assume that women with children are less committed to their jobs and careers. Biologically disadvantaged in this respect, maternal bias can lead to discrimination against women by having preference for male candidates where this bias is non-existent. Additionally, when women take time off to have children, they may be discriminated against and find it harder to be offered new opportunities or be promoted because of this. 

A potential solution could be that equal-time parental leave is mandatory for both parents. This would eliminate the one-sided bias related to women since it can be expected that any/all parents would require leave as they start or grow their family. This however, does not address the fear that women with children would be less career-focuses and oriented. Though, perhaps if both parents take leave together, they grow as equal co-parents instead of the stayed-home parent becoming the primary caregiver and alpha parent. Studies have shown that at all levels, women are more likely than men to be responsible for most or all of their family’s housework and caregiving. Perhaps if male partners assumed more responsibility at home, they would be less inclined to assume a women would be more family-focused and less career-focused after kids. Though, the inclination to believe women after children are less career-focused is a core challenge of maternal bias and cannot be stated as fact. 

In attempt to address underrepresentation and the vast issues stemming from this one issue alone, many governments and companies have resorted to diversity quotas (target participation levels for underrepresented groups). While the need for and effectiveness of diversity quotas is a topic of debate, it cannot be ignored that diversity quotas have resulted in more women in leadership roles.

Proponents of diversity quotas argue that they can help to address the systemic barriers and biases that have historically limited women's access to leadership positions and other opportunities. By setting targets for the representation of women and other underrepresented groups, organizations can signal their commitment to diversity and inclusion and prioritize efforts to address gender imbalances. This can help to increase the pool of qualified female candidates and create a more level playing field for women in the workplace.

Opponents of diversity quotas argue that they can be viewed as tokenistic and may actually perpetuate stereotypes and biases. Quotas may lead to the perception that women are being hired or promoted simply to meet a target, rather than on the basis of merit. This can create resentment among employees and may lead to a backlash against diversity efforts. Additionally, some argue that quotas can undermine the principle of meritocracy and may actually harm the career prospects of women by perpetuating the perception that they are not as qualified as men.

In direct contrast to this argument that women are being promoted for diversity rather than merit, a 2017 study by McKinsey found “a strong correlation between the presence of women in company top management and better financial results”. The study analyzed 300 companies around the world and found a difference in return on equity of 47% between the companies with the most women on their executive committees versus those with none, and a 55% difference in operating results. Certainly such outcomes can only be attributed to qualified individuals bringing in new perspectives and ideas and not quota-filling placeholders.

Quotas seem to support women moving into more senior roles, but the biases and stereotypes still cause friction. In addition to the already discussed challenges and biases, women are also faced with gender biases and stereotypes, approval biases and performance biases. Women are often subject of subtle forms of microaggression or sexism, such as being talked over in meeting, having their ideas dismissed or having their success attributed to diversity. Stereotyping and performance biases lead to the assumption or belief that women are less capable or less interested in certain topics, fields or positions and that the abilities of men are superior. Complicating matters further, when “male characteristics”, such as being assertive, competitive, or self-confident, are exhibited by women, those women may be met with disapproval from colleagues and team members. 

Presumably, the ideal scenario is that diversity quotas do not exist because they are not required – all groups are fairly represented without quotas. However, this has historically not been the case: a quick glance at past and present shows a very different picture for women in the workforce (in terms of representation) pre and post quotas. While fair representation is still underway, it is clear that something needed to change, and quotas seemed to be the best option. 

In terms of sexism and stereotyping, the solution here is simple but implementation requires significant reframing. We need to move past the antiquated notions of gender roles. Good ideas, career ambitions and skill are not gender specific. It is important that all colleagues are treated fairly and managers should ensure all team members have the opportunity to have their voice and ideas heard. 

Finally, an easily overlooked challenge is the “no bias bias” (or meta-bias). This refers to the idea that people may believe that they are unbiased and treat everyone equally, but their actions and decisions may be influenced by unconscious biases. This bias can be particularly hazardous as it can take the form of any or all of the biases, but the individual is unaware. Likely, this is also an incredibly common state.

While not an exhaustive list, it should be clear that there are many ongoing issues and challenges for women in the workforce. The issues are global, complex and multifaceted with no simple, perfect solution. Understanding and recognizing that these issues persist, acting as an agent for positive change and intervening discriminatory thoughts or actions is critical in closing the gender gap. By working together, we can create a more equitable and inclusive world for all.

The Global Gender Gap: Challenges for women in the workforce

Implementation

ZURICH, FRANKFURT, February 22, 2022 - MMG Management Consulting, the specialized management consulting boutique for Financial Services, Digitalization and Strategic Sourcing and METIS Management Consulting, which serves its Capital Market clients in the areas of IT & Business Alignment, IT Strategy and Program Management announce their affiliation to become the leading Capital Markets Consulting boutique in the DACH region.

The emergence of new technologies and new asset classes has led to the rise of Fintech and other start-ups offering various products and services across the capital markets value chain. In addition, the increasing acceptance of digital assets, in general, and crypto currencies has led to a wave of collaborations to facilitate trade and post-trade services for the new digital asset classes.

This has impacted capital markets with many functions being challenged - if not disrupted - by these technical advancements, often led by rather non-traditional start-ups and Fintech. In addition, regulators have put digital assets and respective services at the top of their agenda, proposing legislation for a more transparent and regulated digital asset market, signaling a more permanent place in the financial sector.

To address the evolving industry needs and establish a comprehensive view of the future market, MMG Management Consulting and METIS Management Consulting have entered a strategic and associated partnership to provide end-to-end consulting services across the entire value chain. This cooperation combines complementary competencies in the areas of Capital Markets (Pre-Trading, Trading, Clearing, Settlement & Custody, Regulation), Information Technology IT-Strategy, IT-Management, IT-Sourcing, IT-Regulation) Program Management (Execution, Distressed Project Recovery, Auditing).

“We are very excited to have established this partnership with METIS Management Consulting” said Ali Mahmoodian, Head of Banking and Capital Markets at MMG. “The extended pool of industry & functional experts allows us to jointly address the vast market opportunities in the DACH region. In addition, with METIS, we get access to the vibrant and innovative German market, not only with our consulting services but also with our newly announced and highly regarded digital asset platform darwn.” said Mahmoodian.

“We are very delighted to be associated with MMG Management Consulting and are looking forward to a mutually fruitful cooperation for the best of our clients. It is our joint goal to leverage and expand our intellectual capital and with our combined forces to enhance service offerings and delivery capabilities.” said Andreas Bornemann, Co-Founder and Managing Partner at METIS Management Consulting.

MMG Management Consulting is a technology-driven management consulting boutique specialized in sourcing, digitalization, and banking services, dedicated to addressing performance and efficiency by implementing emerging technologies in matured industries as well as mature technologies into traditionally conservative industries.

Within the financial services and banking industry, MMG combines a strategic approach with deep industry expertise driving performance improvement and innovation by fostering digitalization, distributed ledger technologies and artificial intelligence.

Having its roots in the 1990s as a spin-off of a major consulting company, MMG Management Consulting was established in 2012 in Switzerland and 2016 in Austria. 

Over the past 10 years, MMG Management Consulting has served many clients on the Forbes Global 2000 list.

) is the premier Swiss comprehensive Digital Asset and Crypto platform powered by MMG Management Consulting

METIS is a German-based management consulting boutique focused on the financial services industry.  

Since 2006 we support banks, exchanges, brokers, insurance companies, and leasing firms in developing and implementing innovative product and service offerings as well as in improving IT processes, structures, and costs. 

By combining classical management consulting skills and strong delivery capabilities, METIS has been establishing over the years a solid track record of successfully managing highly visible mission-critical innovation and migration projects.

Manager, MMG Management Consulting (Schweiz) AG

Lintheschergasse 13, 8001 Zurich, Switzerland

 (darwn – the Crypto Ecosystem is the premier Swiss comprehensive Digital Asset and Crypto platform powered by MMG Management Consulting)

Managing Partner, METIS Management Consulting GmbH

Maximilianstrasse 13, 80539 München, Germany

MMG and METIS join forces

MMG Management Consulting, the specialized management consulting boutique for Financial Services, Digitalization and Strategic Sourcing launched its flagship product, 

 – the Crypto Ecosystem as the premier comprehensive Digital Asset and Crypto platform for Switzerland.

Upon launch of cryptolandscape.ch in autumn 2021, the project received tremendous feedback from members of the Swiss Fintech and Financial Services Industry. The positive reception propelled MMG Management Consulting to substantially extended the site’s functionality along the product roadmap and is now introducing the platform under the fresh branding, darwn.io – the Crypto Ecosystem. darwn is the premier Swiss comprehensive Digital Asset and Crypto platform.

“We are very excited to now launch darwn.io – the Crypto Ecosystem” says Christian Bosshard, Head of Digital and Innovation at MMG. “darwn is a quantum leap in bringing transparency to the digital asset and crypto space and connecting the community together in order to better tap the full market potential. It Is one of the few platforms combing B2B and B2C services.”

“We will not stop with the current release of darwn. Our product roadmap is remarkable, and we have a growing backlog of additional features and new services” says Christoph Buck, Crypto Specialist and leader of darwn’s product management. “Not only does darwn include detailed information and news on providers and coins, it aims to establish an ecosystem with connectivity among the various elements on the platform. What we are especially proud of is the application of top-notch innovative technology to connect the dots and generate value-added information. We will do this by implementing Poolparty (

), the flagship knowledge graph middleware platform from our strategic partner, Semantic Web Company (

Having its roots in the 1990s as a spin-off of a major consulting company, MMG Management Consulting was established in 2012 in Switzerland and 2016 in Austria. 

darwn - the crypto ecosystem is finally here 

Anbei ein paar beliebte Investitionsstrategien in Kryptowährungen:

Mit der HODLing Strategie antizipiert der
Anleger, dass Kryptowährungen über die Zeit hinweg an Wert gewinnen. Demzufolge
werden die Anlagen einfach in der Wallet gehalten. Es ist die bei weitem
einfachste Anlagestrategie, da man buchstäblich nichts weiter unternehmen muss,
ausser die Kryptoanlagen sicher zu verwahren. Und was noch besser ist: Hodling
kann wirklich profitabel sein - die meisten Krypto-Millionäre haben ihr
Vermögen damit gemacht, indem sie erfolgreiche Kryptoprojekte wie z.B. Bitcoin
früh (oder zumindest nicht in einer Hype-Phase) erworben und gehalten haben. 

Die Herausforderungen im Hodling sind
allerdings nicht zu unterschätzen . Zum einen erfordert es Geduld, da man seine
Anlagen möglicherweise jahrelang hodeln muss, bevor grosse Renditen sieht.
Ausserdem muss man gute Nerven zeigen und darf nicht verkaufen, selbst wenn die
Preise sinken oder Opportunitätsanlagen kurzfristig erfolgreicher sind.  

Simpel ausgedrückt können Kryptobesitzer via “Staking”
ihre Anlagen (d.h. ihrem Einsatz “Stake”) zur Verfügung stellen, dass neue
Blöcke der Blockchain generiert werden können. Als Entschädigung werden
Staking-Rewards (also eine Art Zins) ausgezahlt. Dies Form der Entschädigung
wird aber nur von fortschrittlichen Blockchain-Lösungen angeboten, welche auf
dem “Proof-of-Stake" basieren.

Unter Krypto-Lending wird der Leihvorgang von
Kryptowährung verstanden. Diese Geschäfte können über entsprechende Plattformen
abgewickelt werden, auf welche Anleger ihre gekauften Kryptowährungen transferieren
und halten. Die Plattformen wiederum können die Kryptowährungen an Kreditnehmer
verleihen. Die Zinsentschädigung wird nach Abzug einer Plattformmarge an die
Anleger ausgezahlt.

Im Rahmen des Yield Farming werden Anleger zu
Liquiditätsanbieter, in dem sie ihre Kryptoanlagen auf Smart Contract basierten
Liquiditätspools zur Verfügung stellen. Als Gegenleistung für die
Bereitstellung von Liquidität erhalten die Anleger eine Entschädigung in Form
von Reward Token. Diese können dann wiederum in andere Liquiditätspools
eingezahlt werden, welche ihrerseits wieder Zinsen abwerfen. 

Unter Mining von Kryptowährungen wird der von
Minern durchgeführte, rechen- und damit energieintensive Prozess verstanden,
welcher Transaktionen bündelt, verifiziert und in einem digitalen Kontobuch,
der Blockchain, aufzeichnet. Hierfür wird eine Blockentschädigung ausgezahlt. Ohne
umfassende technische Kenntnisse ist dies sicherlich keine geeignete Methode,
um ein Krypto-Einkommen zu erzielen.

Das Mining von Kryptowährungen erfordert in
der Regel Anfangsinvestitionen für den Kauf geeigneter Krypto-Mining Geräte sowie
den Zugang zu günstigem sowie vorzugsweise nachhaltig generiertem Strom. Unter
diesen Voraussetzungen kann das Mining von Kryptowährungen dann aber sehr
profitabel sein. 

Beim Arbitrage Trading werden die
Preisunterschiede zwischen verschiedenen Börsen ausgenutzt, um Gewinne zu
erzielen. Dieselbe Kryptowährung kann an einer Börse oder Liquidity Pool etwas
billiger und an einer anderen etwas teurer sein. Der Arbitrage-Handel setzt
grosse Tradingkenntnisse voraus. 

Die Teilnahme an Airdrops ist zwar keine
wirkliche Krypto-Investitionsstrategie, aber für Blockchain-Anfänger eine gute
Möglichkeit, ihre ersten Coins und Tokens zu verdienen. Mit Airdrops kann man völlig
kostenlos Kryptowährungen erhalten. Was unglaublich klingt ist eine effektive
Marketingstrategie für neue Projekte um auf sich aufmerksam zu machen. In der
Regel müssen dafür gewisse Bedingungen erfüllt sein – man ist z.B. ein früher
Unterstützer oder Nutzer - oder es müssen einfache Aufgaben erfüllt werden, z. B. einem Projekt auf Twitter folgen,
dessen Beitrag retweeten oder dessen Telegram-Gruppe beitreten. Auch wenn die Coins
und Tokens, die man erhält zu Beginn meistens nicht viel wert sind, sind
Airdrops eine grossartige Methode, um die ersten Schritte im Krypto-Ökosystem
zu machen – und dies ohne Geld ausgeben zu müssen. 

Interessierst du dich für Kryptowährungen und
fragst dich, wo in der Schweiz du z.B. Kryptowährungen kaufen oder staken
kannst? Dann besuche die Cryptolandscape, welche dir einen Überblick zu den Schweizern Krypto-Anbietern und deren Leistungen bietet.

Wie verdient man Geld mit Kryptowährungen?

These days, a prominent theme for many industries is “End-to-End” (E2E), especially in the context of process design, optimization, continuous improvement, and data management. Despite great intentions and significant change management efforts, many companies face challenges to design and build true E2E processes and many fall back to their initial “silo behavior”, resulting in less optimized processes and metrics. 

First, it is very important to distinguish between the following three basic flows within any supply (or value) chain: 

Of course, these “flows” are not bound to one particular industry or department. In fact, to achieve high customer service levels and satisfaction - in terms of on-time, in-full, at quality and cost - many people from a variety of departments and different functions need to work together seamlessly. To do this successfully, a key consideration must be the “flow”.  

The fundamental principle of Lean is to design the flow with zero waste and deliver on customer requirements. However, in many cases the flow is disrupted due to data inconsistencies and discrepancies. Therefore, our approach can be considered the next level in the Lean journey. 

Information Flow is essentially any new information entering the supply (value) chain at any point in time. For instance, Information Flow can be a forecast, an order that has just been entered in the system, a returned product, or a potential quality issue.  

Based on our experience - and depending on the process - it is crucial to identify critical nodes in the process chain that require information simultaneously and that can act upon them in parallel creating independent triggers within the chain.  

A simple example is in the Plan to Forecast Process: Let us consider a substantial increase in forecasts. Such information typically moves from demand planning to supply planning and all the way upstream within the chain. In the best case, the information loop closes after an average of five working days, but sometimes it takes weeks to send confirmation back to the customer.  

Now, imagine an organization that could assess capacities in manufacturing, warehousing and transportation, the financial implications of a short-term forecasted increase, the implications on suppliers and their sub-suppliers, etc. simultaneously. Further, let us hypothesize that the organization can close the loop of this information flow “end-to-end”. Obviously, such an organization would have a different understanding about information flow and an “end-to-end” way of working. It would be able to react faster and thus establish a competitive advantage. One could even argue that it would be more fun to work in such an agile and dynamic environment. In fact, when we investigate underlying engagement and motivation challenges in organizations, we often see that they are rooted in lack of information. 

We can also find similar parallels for Goods Flow and Invoice Flow.  

Intuition is often Correct, but not as Powerful and Insightful as Data

Of course, “the human factor” can make a difference. There are always highly skilled, experienced, and caring people in organizations that take ownership and go the extra mile to make things work. They know what the problem is, what the root cause is, who needs to do what and when. They naturally take the lead, regardless of their rank and position in the organization. Many of these professionals get promoted rightfully and extend their scope of competencies over time as they intrinsically understand the issues and the necessary course of action. Yet, reliance on one’s intuition hinders the cultural changes within an organization. To be more specific, such a mindset creates challenges in shifting corporate cultures towards promoting decision-making based on data and facts. 

Our view here is twofold: while nurturing talents and relying on the capabilities and experience of the workforce is fundamental, we also believe that educated decisions are powered by concise, reliable, and holistic data, facts and figures. We believe that different levels within organizations should be equipped with the right data sets and insights. This will also empower leaders to make more educated decisions and more easily gain support and department buy-in because of their fact-backed insights.  

Major Challenges for E2E Data and Processing within the Supply Chain Organization

There are four main challenges which hinder E2E data management and processing in a supply chain organization: 

Addressing SCM Challenges by Empowering a Data-Driven Supply Chain Organization

Recent technological advances provide quite suitable offerings to address the above-mentioned challenges. Examining Gartner Hype Cycles for Emerging Technologies 2019 (see footnote 1) reveal that semantic knowledge graphs (KG) present an emerging technology that address many of the aforementioned data management obstacles.  

The diagram below highlights some of the main features and benefits of utilizing knowledge graphs to enable substantial improvements in end-to-end processing and data consistency. 

pic1.pptx.png

One of the major strengths of knowledge graphs is the ability to link and relate underlying data without changing the respective data structure. 

Prominent KG implementations such as PoolParty can, by way of linking and indexing, integrate a variety of structured and unstructured data sources from relational databases to paper-based text files (such as contractual agreements). 

The so-called unified view provides an aggregated and consolidated view of the information, enabling the business application to make more efficient use of data and facilitate more in-depth data analytics. This would allow for the discovery of facts that companies would otherwise be unable to know and identify. 

Reducing Underlying Data Model Complexity

The W3C standard based data model of knowledge graphs - so-called triples (subject-predicate-object) - is a way to express facts about things. Due to the very nature of triples, the overall knowledge base can easily be extended by adding new triples and relate them to existing triples. To a great extent, this process eliminates the necessity of changing the underlying data model. 

Ultimately, the chain of triples allows to view objects (such as products, clients, etc.) from multiple dimensions and across various hierarchies. 

pic2.png

Finally, standardized terminology or language base within an organization allows you to address things in a unified manner. The so-called taxonomy helps describing your objects (e.g. a client, a product, a receipt) in a standardized way across the organization. Regardless of whether you have different names or alternative labels for the same product, or whether you have the product in different languages or use different spellings (also wrong ones) for the same product, all variations can be stored under the same object for your product. As a result, mapping tables in this context become obsolete, leading to easier search queries within the organization. You can produce more accurate reports or product analytics. 

If we take all the above aspects into consideration, we can conclude that there is significant room for improvement for E2E data management and processing in supply chain management. The good news is that technologies such as knowledge graphs are emerging and maturing to support improvements and substantially increase efficiency. In most cases, a prove of concept (POC) within a few weeks at negligible cost can shed light to the sheer benefits such technologies can bring to your organization. 

1) https://www.gartner.com/smarterwithgartner/5-trends-appear-on-the-gartner-hype-cycle-for-emerging-technologies-2019/

Iman Farzaneh is a long-standing supply chain professional. Over the past 24 years, Iman has held various senior executive positions in global conglomerates managing production and supply chains across three continents. He has also been liaising with tech companies, innovation labs and academia to pioneer new approaches to facilitate decision making and advance in supply chain management. 

Ali Mahmoodian is a management consultant with over 28 years of industry and consulting experience. He has led international change and transformation projects and is currently involved in accelerating the application of advanced analytics, artificial intelligence, and digitalization within his industry focus. A computer scientist by training and a technology enthusiast, Ali also supports tech start-ups to increase their product and commercialization maturity. 

Knowledge Graphs: The Quantum Leap in Supply Chain Management (SCM)? 

Nun bietet die Anlageberatung nach dem neuen Finanzdienstleistungsgesetz in der Schweiz (FIDLEG) mit der sogenannten transaktionsbasierten Anlageberatung Hand dafür. Nach meiner Wahrnehmung verzichtet die Mehrheit der Schweizer Banken auf diese Dienstleistungsform.

Wieso ist dem so? Sind die Abgrenzungskriterien in der Rechtsprechung gegenüber der portfoliobezogenen Beratung zu schwammig? Ist eine entsprechende Umsetzung zu aufwendig?

Um dieser Frage auf den Grund zu gehen, müssen wir zunächst einen Blick auf die Ausführungen des Regulators werfen.

Nachstehende Ausführungen beleuchten Teilaspekte des FIDLEG und dienen als Basis möglicher Umsetzungsformen der transaktionsbezogenen Anlageberatung.

Das FIDLEG unterscheidet im Anlagegeschäft im Wesentlichen zwischen den nachfolgenden Dienstleistungsausprägungen:

Im Execution only Geschäft entscheiden die Kunden autonom (das heisst ohne Empfehlung der Bank) über die Wahl und Verwendung von Finanzinstrumenten für ihre Portfolios. Im Gegensatz dazu zeichnet sich die Anlageberatung dadurch aus, dass die Kunden die Anlageentscheide selbst treffen, die Banken bzw. Anlageberater ihnen jedoch dabei beratend zur Seite stehen.

Die Anlageberatung wiederum wird unter dem FIDLEG* zusätzlich in zwei Unterarten differenziert:

Abgrenzungskriterien der beiden Anlageberatungsformen:

artikel.jpg

Zugegeben, mit Blick auf obige Abgrenzungskriterien müsste es in der Theorie für einen Berater deutlich anspruchsvoller sein, einen Kunden portfoliobezogen zu beraten. Zum einen besteht der logisch aufgebaute portfoliobezogene Anlageberatungsprozess schlicht aus mehr Zwischenschritten als die transaktionsbezogene Anlageberatung.

Daneben erfordert die portfoliobezogene Beratung eine höhere Expertise, da hierfür Wissen in der Portfoliotheorie vorausgesetzt wird. Erst damit kann ein Anlageberater seinem Kunden glaubhaft den Zusammenhang zwischen Risikoprofil, einer zugehörigen Anlagestrategie und den damit verbundenen Einfluss auf die Risiko- und Renditeerwartungen effizienter Portfolios vermitteln.

Schliesslich kann die Erstellung von Anlagevorschlägen oder generelle Rebalancing-Aktionen (mal abgesehen von einer Musterportfolioumsetzung) durchaus (insbesondere auch bei höheren Anlagebeträgen) auch etwas anspruchsvoller sein. Dies hängt dann insbesondere auch von den Tools und den Kaufempfehlungslisten ab, auf welche die Anlageberater zurückgreifen können.

Demgegenüber können Anlageberater bei einer transaktionsbezogenen Anlageempfehlung den ganzen Portfoliokontext ausblenden und nur Empfehlungen zu einzelnen Transaktionen abgeben.

Warum also bieten Banken diese Form der Anlageberatung nicht im grösseren Stil an?

Ein Anlageberater muss bei einer transaktionsbezogenen Anlageberatung das gesamte Kundenportfolio ausblenden. Das tönt in der Theorie einfacher, als es in der Praxis wohl ist, da bei Anlagethemen automatisch im Diversifikations- und Portfoliokontext gedacht und gesprochen wird. Damit landet man sofort in der portfoliobezogenen Anlageberatung, welche wie erwähnt andere Anforderungen mit sich bringt.

Auch wenn die Anlageberatung (ex-ante FIDLEG) mittels zugrundeliegender Strategie definiert wurde, hatte die Umsetzung (nach meiner Erfahrung) in der Vergangenheit nicht selten einen transaktionalen Charakter.

Dies entspricht aber i.d.R. nicht den offiziellen Anlageberatungsprozessen der Banken, bei welchen schon früher für die Anlagekunden Risikoprofile erhoben und darauf basierend Strategie ermittelt wurden. Deshalb wird auch zukünftig primär portfoliobezogene Anlageberatung angeboten, da diese vom Grundsatz her wissenschaftlich fundiert und damit per Definition einen seriösen Anstrich hat.

Lösungsansätze für unschlüssige Banken

Es gibt eine Vielzahl von sehr spannenden Lösungsansätzen, welche eine transaktionsbezogene Beratung mit sich bringt. Nutzen sie die Möglichkeiten, welche ihnen der Regulator bietet.

*) MiFID II (EU-Recht), auf welcher FIDLEG stark aufbaut, sieht diese Unterscheidung im Übrigen nicht vor.

**) Zum einen lässt der Wortlaut des FIDLEG den Interpretationsspielraum zu, dass eine teilweise Berücksichtigung des Portfolios auch für die transaktionsbezogenen Beratung zulässig ist. Andererseits kann der Botschaft des Bundesrats zum FIDLEG und FINIG vom November 2015 folgender Passus entnommen werden: «Eine transaktionsbezogene Anlageberatung […] liegt lediglich dann vor, wenn sich die Beratung auf einzelne Transaktionen bezieht und daneben weder die Gesamtheit noch weitere Teile des Portfolios berücksichtigt.» 

Potential bei transaktionsbezogener Anlageberatung

The economic impact of the current pandemic is massive. Its impact cannot be isolated or limited to a specific business or market in a global economy and highlights the fragility of current operating models, the need for flexible and responsive supply chains and the importance of business continuity strategies.

scm0.png

An MMG analysis identified major supply chain areas impacted by the pandemic and other emerging drivers such as sustainability and regionality, cost transparency and need for supply Chain simplicity. These areas and related processes and operations need to be reassessed and redesigned.

Together with senior subject matter experts and industry executives we have developed a framework based on the following services to address the current challenges within supply chain management:

We assess the impact of the current pandemic on SCM then map this to the overall company strategy while considering any underlying parameters and assumptions. We also reevaluate the underlying parameters and assumptions based on new geopolitical and business continuity management scenarios. We help you assess and resize your footprint, simplify your supply chain and redesign operational processes to eliminate inefficiencies.

Being one of MMG’s core competencies, we reevaluate sourcing strategies of direct and indirect materials/services and adapt them to the new requirements as derived from the strategy review and impact assessment. In this context we bring in substantial experience in strategic sourcing across various categories and industries.

Agile Process Reengineering, Data Management & Artificial Intelligence

Agility, holistic end-to-end view and innovation are three main areas which allow companies to persist and thrive in a dynamic market environment where time-to-market and flexibility are critical for adapting processes. MMG’s industry expert network creates a holistic end-to-end view of the processes. Our SCRUM-based process reengineering methodology reduces time-to-market.

scm1.png

Master data alignment and the application of AI further enable improvements of end-to-end value chain processes. We have established industry and technology partnerships to deliver data innovation (such as Knowledge Graphs) into your supply chain organization, allowing not only fact-based decision making but also unleashing the power of your own data for product and services development and innovation.

We are convinced that an intelligent, fact-based adaptable model can be plugged into various operating models to drive performance transparency in the value chain and simulate extraordinary scenarios, including their cost implications.

Supply chain strategy and management post COVID-19

Companies in the industry generate large amounts of valuable data but face challenges to use and make sense of all that information. Artificial intelligence (AI) technologies can help solve this problem by linking and semantically enriching large amounts of data, ultimately making it more accessible. By making information available and easy to use, AI will allow companies in the sector to draw new insights from data and create new products and services. As a result, artificial intelligence is expected to generate trillions of Euros from savings and new business in the financial services industry globally.

With the goal of helping companies in the DACH region unleash the potential of enriched and organized data, the Semantic Web Company and MMG Management Consulting have entered a strategic partnership. The cooperation combines Semantic Web Company’s PoolParty Semantic Suite - the most complete and advanced semantic middleware platform on the global market - with MMG’s deep knowledge and network within the financial services and banking industry.

“We are very excited to partner with MMG Management Consulting” said Andreas Blumauer, CEO of Semantic Web Company. “The financial Services (FS) industry spent the last decades gathering data, and in turn, data management has become extremely complex. Data is often disconnected and stored in different formats, creating isolated repositories which prevent discovering new insights. We have already implemented our flagship solution, PoolParty, in various industries. With MMG Management Consulting, we have a strategic partner who knows the industry inside-out and is capable of developing respective use-cases.” said Blumauer.

“As a technology-prone management consulting boutique, we have initiated and led many process reengineering and digitization efforts within the financial services industry and have experienced first-hand the impact and inefficiency of disconnected data silos. With Semantic Web Company’s PoolParty, we found a solution that addresses the challenges of loosely connected data silos without the need for an intense overhaul of the underlying data management architecture and can unleash the extended potential of data.” said Ali Mahmoodian, Partner at MMG Management Consulting.

As a leading provider of graph-based metadata, search and analysis solutions, Semantic Web Company supports its customers in the development and implementation of enterprise knowledge graphs, in the extraction of useful knowledge from large data sets, and in the integration and linking of structured and unstructured data. The technology company also helps organizations to develop strategies that support the efficient introduction and implementation of innovative graph technologies.

Founded in 2004,  the Semantic Web Company is the vendor of PoolParty Semantic Suite (www.poolparty.biz) and was named on KMWorld’s 2016 until 2020 prestigious list of “100 Companies that Matter in Knowledge Management.”

The company has recently been added to Gartner’s Magic Quadrant of Metadata Management Solutions in the category Visionary. Andreas Blumauer, Founder and CEO has been nominated to the Forbes Technology Council.

With Credit Suisse, Roche, Wolters Kluwer, Pearson and Phillips among their customer base of Forbes Global 2000 List, Semantic Web Company is continuously helping customers to roll-out their knowledge management and AI strategy within their organizations.

Semantic Web Company is headquartered in Austria, with branches in the UK, US and France. To learn more, visit semantic-web.com and www.poolparty.biz or follow them on LinkedIn and Twitter.

MMG Management Consulting is a technology-prone management consulting boutique specialized in sourcing, digitalization and banking services and dedicated to addressing performance and efficiency by implementing emerging technologies in matured industries as well as mature technologies into traditionally conservative industries.

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