LEADER 05410nam 2200721 450 001 9910140478003321 005 20200520144314.0 010 $a1-119-05322-6 010 $a1-119-05330-7 010 $a1-119-05304-8 035 $a(CKB)2670000000594068 035 $a(EBL)1896011 035 $a(SSID)ssj0001421099 035 $a(PQKBManifestationID)11796224 035 $a(PQKBTitleCode)TC0001421099 035 $a(PQKBWorkID)11408331 035 $a(PQKB)11088112 035 $a(DLC) 2014042478 035 $a(Au-PeEL)EBL1896011 035 $a(CaPaEBR)ebr11017935 035 $a(CaONFJC)MIL726303 035 $a(OCoLC)893974587 035 $a(CaSebORM)9781119044178 035 $a(MiAaPQ)EBC1896011 035 $a(EXLCZ)992670000000594068 100 $a20150310h20152015 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aFinancial institution advantage and the optimization of information processing /$fSean C. Keenan 205 $a1st edition 210 1$aHoboken, New Jersey :$cJohn Wiley & Sons,$d2015. 210 4$dİ2015 215 $a1 online resource (227 p.) 225 1 $aWiley and SAS Business Series 300 $aDescription based upon print version of record. 311 $a1-119-04417-0 311 $a1-322-95021-0 320 $aIncludes bibliographical references and index. 327 $aCover; Title Page; Copyright; Contents; Introduction; Acknowledgments; Chapter 1 Financial Institutions as Information Processors; Financial Institutions' Raison d'Etre; Low Barriers to Entry; Technical Core Products and Services Offered (Financial Intermediation and Disintermediation and Risk Pooling); Cultural Issues; The Senior Leadership Component; Outsourcing and the Culture of Failure; IT Literacy and the Spreadsheet Deluge; Other Challenges to Establishing an IT-Savvy Culture; Notes; Chapter 2 Strategic Hardware and Software Management; Overview; Storage and Retrieval; Data Processing 327 $aAnalytics and Reporting Strategic Resource Management; An Integrated Data Architecture; The Data Hub Approach; Organizing System Components; Information Processing Efficiency as an Institutional Objective; System Design Considerations; The Human Capital Component; A Digression on Unstructured Data; Notes; Chapter 3 Data, Models, and Information; Model Risk Mania; Model-Based Financial Products Boom; The Model Governance Industry Wakes Up; Definitions and Epistemology; Data Quality; Models and Their Role; A Classic Example: Probability of Default Models; Other Examples 327 $aModels and the Value of Information Creation Regulatory Regimes and Guidance; SR 11-7; Basel II and Solvency II; Comprehensive Capital Analysis and Review (CCAR); The Sarbanes-Oxley Act (SOX); Principles-Based Reserving (PBR) for Insurance Products; Notes; Chapter 4 Model Risk Measurement; Three Phases of Model Management; Model Governance; Defining Model Risk; Objectifying the Downside; Risk Identification; Model Risk Exposure; Model Risk Attribution: An Information Entropy Approach; Notes; Chapter 5 The Return on Analytic Assets; Measuring the Productivity of Models 327 $aComplementarity of Data Inflow with Information Processing A Digression on Price Taking; Notes; Chapter 6 Data Risk Measurement; Strategic Data Acquisition; The Information Conversion Rate; Other Approaches for Data Risk Assessment; Notes; Chapter 7 A Higher Level of Integration; Alternate Views of Integration; Identifying Key Information Cycles; An Integrated Physical View; Multidimensional Information Asset Management; Chapter 8 A Strategy for Optimizing the Information Processing Complex; Evaluation; A Path toward Improvement; Model Governance; Data Acquisition 327 $aManaging Overlapping Vintages Notes; Chapter 9 Case Studies; The Pricing of Automobile Insurance; Moody's KMV; The London Whale; The Mortgage-Backed Securities Disaster; The Value of Annuities; Notes; Chapter 10 Conclusions; References; About the Author; Index; EULA 330 $aA PROVEN APPROACH FOR CREATING and IMPLEMENTING EFFECTIVE GOVERNANCE for DATA and ANALYTICS Financial Institution Advantage and the Optimization of Information Processing offers a key resource for understanding and implementing effective data governance practices and data modeling within financial organizations. Sean Keenan-a noted expert on the topic-outlines the strategic core competencies, includes best practices, and suggests a set of mechanisms for self-evaluation. He shows what it takes for an institution to evaluate its information processing capability and how to take the practical s 410 0$aWiley and SAS business series. 606 $aFinancial services industry$xData processing 606 $aFinancial services industry$xInformation technology 606 $aFinancial institutions$xManagement 615 0$aFinancial services industry$xData processing. 615 0$aFinancial services industry$xInformation technology. 615 0$aFinancial institutions$xManagement. 676 $a332.10285 700 $aKeenan$b Sean C.$f1961-$0950114 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910140478003321 996 $aFinancial institution advantage and the optimization of information processing$92147964 997 $aUNINA