Imarticus Learning
India’s leading professional education institute, offering certified industry-endorsed training in Financial Services, Investment Banking, Business Analysis, IT, Business Analytics & Wealth Management
Imarticus Learning, a financial services and analytics training institute, has announced the completion of its primary funding process with an undisclosed amount. Managed by a fully integrated online learning management and governance system, thus far, Imarticus has trained 10,000+ individuals globally.
For this funding, it received support from existing investors like Amit Nanavati, Investor and entrepreneur (IIMA Alumni), as well as new investors like Tashwinder Singh, Director – KKR, Anil Gudibande – 1 Crowd Founder/Ex MD RBS, Taranjit Jaswal – Director, Barclays and Amit Khanna – ex KPMG Partner who participated in the fund raise in their personal capacities, along with Blinc Advisors, a VC fund from Mumbai. Nikhil Barshikar, Founder & Managing Director, Imarticus Learning, said that they are extremely excited to work with such a storied set of investors and advisors. He further added, “We are empowered by their confidence in our mission to become a leading force in professional education in Financial Services and Analytics. Further, I believe that together we can cater to the massive skill gaps in the industry.” This round of funding will be used to expand the product portfolio and the e-learning business in India as well as in the Asian Markets. The goal is to set up a state of the art technology infrastructure to help scale the retail platform domestically and internationally, focusing initially on the UAE, Hong Kong and Indonesia markets. Imarticus Learning has been aggressively expanding its product portfolio in Finance and Analytics for its B2C segment while building out a comprehensive B2B portfolio, which includes Staffing, Agile Hiring and Corporate Training. It has developed over twenty programs available through offline and online delivery channels. With an organization strength of over a 100 professionals, domain specialists and training and sourcing partnerships with over 150 global firms, the firm is well on its way to build Centers of Excellence in both finance and analytics, catering to the aspirations of fresh graduates as well as experienced industry professionals who are looking to upgrade their skills. “The Financial services and Analytics space has always faced a massive skill gap due to the difference between academia and industry requirements. People are the products in the service industry and building industry relevant programs that are accessible across technology platforms are key to bridging the gap and helping companies meet their human capital requirements efficiently. I am very excited to be associated with them and invest in the future of professional education,” said Amit Ratanpal, Blinc Advisors on the announcement on the investment. Headquartered in Mumbai, with presence in more than 10 Indian cities, Imarticus has won many awards and accolades, including Top Analytics Provider and Leading Institute in India. This investment is a significant and intelligent step as the education sector in India alone is poised to witness major growth in the upcoming years, with an estimated $100 billion market size and a growth rate of more than 18%. Moreover, Asia is the second largest market with revenues from eLearning products in Asia projected to reach US$12.1 billion in 2018, up from US$7.9 billion in 2013. Source: http://analyticsindiamag.com/imarticus-analytics-training-institute-closes-seed-funding/
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India is projected to be the world economic, spiritual and educative leader in 2050. Therefore, more positive change is going to happen in India in the next 35 years than has collectively occurred in the last 4,500 years. The quality of the transformation is going to be directly proportional to the ability of leaders and organizations to be more innovative, agile, effective, and future-ready. Individuals, teams, and organizations that develop themselves the fastest will have a competitive edge to enjoy the fruits of the new age of quickening and transformation. Being Change Agents Whatever got you to your current success will not get you through the shifting age of transformation. It is imperative that you and your organization dramatically change. Current expert training and autocratic leadership will likely fail as we zoom into the future. Being and becoming competent in leading organizational change and transformation is absolutely essential as India enters this new age of quickening and change accelerates beyond imagination. The Whole System Transformation Model Sixty per cent of all change management initiatives fail, according to the Project Management Institute, because they focus on the current problem rather than the “to be” state. But the Whole System Transformation model is different! This model transfers easily to any system or situation and is useful in any culture, any industry or with any challenge. Best of all, you walk away with concrete tools and techniques you can immediately apply on the job. Imarticus Workshop with Roland Sullivan Imarticus Learning is honoured to have acclaimed Change Pioneer, Roland Sullivan as the expert faculty for its next Management Development Program on Organizational Transformation. Details to be live soon! Imarticus Learning is a leading trainer in business analytics courses and certification in finance courses to students and our corporate clients as well. Source: http://imarticus.org/leading-sustainable-change As the largest financial institutions grapple with how to better recognize, manage and mitigate losses from emerging risks, the takeaway is clear: it is imperative that organizations evolve their operational risk management practices now with future needs in mind.
A great deal is at stake, and not just in terms of direct financial costs or legal and regulatory liability. To paraphrase über-investor Warren Buffett, it takes twenty years to build a reputation and, in some circumstances, just one mishap to ruin it. This is why controlling operational and regulatory risk is so important to investment management firms, their clients, investors, regulators and trading partners. Managing the following risks will be essential – not only for proactively addressing new operational risks, but, even more so, in helping the global banking community emerge as a more reliable industry that is more resilient than ever when faced with unpredictable events: 1. Complacency – These risks crop up in flawed business continuity plans, poor recordkeeping and deficient insurance coverage. Other practices, as any Risk management course would tell you, that place organizations at risk include hiring under-qualified personnel, neglecting to train employees, disregarding feedback from middle- and back-office staff, operating without an electronic document management system and failing to review employees’ work. To tackle these issues, firms must consider better training, tighten up internal procedures and improve communication. 2. The Blind Leading the Blind – Mid-level and senior managers who are not familiar with investment operations may rely on subordinates who are equally unqualified for the job at hand. External operational reviews can help identify these risks. To address them, consider ways to improve hiring, promotion and coaching practices as well as strengthening due diligence frameworks. 3. Novices, Apprentices and Soloists – Problem areas here include small, specialized teams that work in silos, and individuals who assume sole responsibility for a function or relationship, often zealously protecting their turf. Paying attention to organizational design, training and cross-training can encourage teamwork and reduce key-person risk at all levels. 4. Dropped Batons – Information transfer and handoffs between personnel, departments, organizations and systems are fraught with communication and timing challenges. The most useful tools to identify potential red flags are system diagrams that identify applications and their interfaces, and workflow diagrams that display hand-offs between teams or departments, and between the firm and external counterparties or clients. 5. Naïve Reliance on Technology – While automation can mitigate operational risk, it can create new threats if systems are not carefully designed or implemented. To reduce those risks, make sure that staff and consultants who deal with operational systems know how to perform automated functions manually and, furthermore, understand their operational context, including system and workflow linkages. Other high priorities include keeping system access permissions up to date, maintaining system infrastructure, and building in thorough audit trails. The criticality of written functional specifications and detailed testing cannot be overemphasized. 6. Playbooks – Non-existent, outdated or incomplete process-and-procedure documentation is frequently anelement in operational breakdowns. The solution, again, is workflow diagrams that are kept up-to-date and readily available. Not only are such workflows important in the effort to lower day-to-day risks, they also help in disaster recovery. Firms should also have well-defined issue escalation protocols that define both the magnitude and timing of potential impacts. 7. Amalgamated Assignments – When designing organizational structures, policies and procedures for the segregation of duties, it is important to maintain the distinction between the firm and the fund(s) it manages. Operational reviews can help detect conflicts of interest as well as opportunities for theft or fraud. Firms may want to consider instituting some degree of shadow accounting, whereby investment managers maintain their own sets of books and records for comparison with those of custodians, auditors and independent third-party fund administrators. 8. Reconciliation Gaps – Less than comprehensive procedures can leave investment managers unknowingly exposed to risks. To reduce that exposure, firms should conduct full reconciliations between their records and those of the custodians and administrators, with a requirement for supervisory review and accountability. Full reconciliations include comparisons of cost basis and market value, security identifiers, and local-currency cash balances; and reconciliation of margin or collateral positions using statements from the party holding the assets. 9. Reading the Fine Print – Legal documents should be analyzed not only by the firm’s attorneys, but also by knowledgeable operational managers. When assessing the counterparty risk, firms need to identify exactly which legal entity is their counterparty, determine who has regulatory jurisdiction, and continuously monitor net exposures as well as the creditworthiness of the counterparty. 10. Poor Planning and Slow Response Times – Investment management organizations that fail to plan ahead may sustain huge business and operational impacts as a result of the sweeping regulatory, marketplace and competitive changes that are transforming the industry. Against a backdrop of expanding regulatory requirements, clients and investors are pressing firms to increase transparency, fast-track reporting, and cut risks—all while lowering advisory fees. Operational benchmarking can help firms to analyze cost structures and the financial impacts of changes in key business drivers. A risk management course for the team is a must. This is a small taste of what you will learn in Management Development Program, operational risk management workshop to know more about the program visit here. Source: http://imarticus.org/operational-risk-management |
About ImarticusImarticus Learning is a education institute based in Mumbai. We offer certified industry-endorsed training in Financial Services, Investment Banking, Business Analysis, IT, Business Analytics & Wealth Management. Archives
December 2018
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