EFMA & HP: Evolution of the Workplace in Financial Services

Evolution of the Workplacein Financial Services

July 2015

REPORT

© 2015 Efma and HP limited. All rights reserved. 3

Foreword

Efma and HP are glad to present this study on the Evolution of the Workplace in Financial Services.We have decided to conduct a survey, gathering answers by over 50 financial institutions fromover 25 EMEA countries, to assess how the evolution of some working paradigms is transformingthe workplace and, in turn, the way companies relate to their employees and customers.

The consumerization of the financial sector is forcing a transformation of traditional businessprocesses and enabling the growth of new competitors. Established players need to create newways to engage with customers, but also to develop innovative staff collaboration solutions, whichwill change their employees’ way of working. Technology enhancements, such as the cloud and themobile revolution, legitimate the expectation of anywhere and anytime access to information.Millennials entering the workforce want to have access to the same smart technology at work asthey have at home and bring their personal devices into the office: the line between the “private”and “professional” world is blurring. These changes can be a great opportunity for financialservices companies to diversify their offering, become more flexible and improve customerconfidence; at the same time, they also raise issues, for example in the security domain.

In this analysis we have been focusing on the financial sector employees, in various business andmanagement functions. We have asked them about their level of satisfaction with the currentworkplace, and its readiness to cope with the emerging trends. The result has been interesting:most companies seem to take a “wait and see” approach, reacting in a tactical way to someinevitable innovations (e.g. giving to employees the same ability to access mobile applications ascustomers), but rarely driving the phenomenon as a growth opportunity, or addressing it with acomprehensive set of policies. In a world that is dramatically transforming, with unconventional,aggressive players targeting their customer base with new and engaging approaches, manyinstitutions seem cautious about transforming the workplace.

Why? There are multiple reasons, but two emerge as primary. First, the difficulty to adapt andtransform the human capital: employees clearly need help in making the cultural leap to the newmobile and flexible workplace. Second, amongst the “technical” aversions, the risk of securityviolations and fraud takes the top spot. Hence, a comprehensive approach to mobility, with focuson employee enablement and security would be advisable.

We hope that you will find this study useful, and look forward to continuing to monitor significantdevelopments in workplace innovation on your behalf.

Patrick DesmaresSecretary GeneralEfma

Keith HudgellEMEA Mobility & Workplace LeaderHP Enterprise Services


Table of Contents

o Executive Summary

o Workplace evolution – an IT perspective

o Workplace evolution – a business perspective

o The Efma - HP Survey

o Part 1: Today’s Workplace

o Part 2: Trends affecting the Workplace

o Part 3: Evolution of working styles

o Conclusions

5

6

7

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Executive Summary

The evolution of workplace in Financial Services is strongly linked to the evolution of mobiledevices and applications, which allow to offer new customer services. For example:

• Banks enrich the user experience with mobile payment solutions.• Insurance companies enable people to file claims directly from the crash site.• Financial analysts manage portfolios with anywhere access to investment information.• Branches leverage location aware services to create new ways of customer interaction.

A world where a growing 60 percent of the population has a mobile device presents bothopportunities and challenges to the financial services workplace. The quality of mobilesolutions deployed within the company, as well as the readiness of the workforce to facenew ways of interacting with customers and markets, will be critical success factors. Inaddition, institutions need to guarantee the regulatory compliance and data protectionstandards on which they have built their reputation.

When it comes to workplace transformation, there are three principal drivers for change:

• Optimize the provision of traditional workplace efficiency and reduce costs• Support employee enablement and productivity, whilst attracting and retaining talent• Develop new business models to deliver greater value to customers

We have structured our survey along these axes, and the key findings are:

• The overall level of satisfaction with the current workplace services is acceptable, scoring6.9 in a 1-10 scale; the three most common issues with the current environment are longrepair times, slow network access and inability to run mobile applications.

• Modern technologies to reduce operational costs of the current workplace, namely in thesupport space, have limited adoption. Also the adoption of cloud based software forpersonal productivity is cautious.

• When asked to express a wish in free text format, the majority of respondents convergeon the need to have mobile devices for work.

• The expected increase in usage of mobile devices at work is significant, although they willnot become the predominant workplace platform in the short term.

• Most respondents agree on the need for training in order to bridge the cultural gaptowards new technologies.

• Security risks (disclosure, fraud) are the main obstacle to a wide adoption of mobiledevices.

• Various security mechanisms are in place to protect remote access, like in the case ofhome working, but only one user mentioned the existence of a comprehensive securitypolicy for this.


Workplace evolution – an IT perspective

Employees demand the ability to work anywhere, at any time, using a variety of devicesincluding corporate owned PCs and notebooks, but also personal tablets and smartphones.They use these devices in increasingly diverse locations: home offices, call centers and evencoffee shops – thus driving up the cost of managing the devices, maintain the installedapplications and protect sensitive data. For example, to address the threat of data loss, andmeet the strong regulatory requirements about this, companies must enforce stringent dataprivacy, retention and protection policies. How can this be done efficiently and in a cost-effective manner?

As financial services industries across the globe enable mobility, the IT departments face thechallenge of finding the perfect “balancing act” between the need to control costs, meet theevolving business needs and provide a good user experience. A workplace innovation strategyshould therefore consider the following key areas.

Flexible delivery models - Access to key resources (people, platforms, tools, technologies)should be regulated by flexible commercial models, including pay-per-use, self-based supportschemes, and “as a service” offerings – to enable mobility systems and services to quicklyadapt to business requirements.

Security - Security is often ranked as the number-one issue for enterprise mobility, as it bringsmany new challenges. One of them, for instance, relates to the case of a lost or stolen device.Can it be used to gain access to sensitive enterprise information? Does it store passwords oraccount numbers without encryption? Security policies and operations should be extended toinclude such new risks.

Device diversity - The rapid integration of mobile technologies into people’s lives is forcingorganizations to support a very diverse range of preferred devices from different vendors.They also use a variety of applications for similar tasks: mobile browsers, for example, includeChrome, Safari, Silk, IE, and Firefox. The challenge for IT is to implement new processes in themost possible device-independent way, to be able to contain the cost of development, testingand ongoing management.

Performance - The quality of the user experience is greatly impacted by the end-to-endperformance of the mobile applications. They traverse multiple layers of technology andnetwork segments to deliver enterprise information when and where it is needed.Performance should be validated on real devices, in real locations around the globe, andacross real carrier networks.

Time to market - New mobile applications and services are often deployed to increasecompetitive advantage, or to react to new user needs: deployment time is essential. Newapplication development and testing approaches should be investigated, to find an idealcompromise between speed of release, quality and maintenance.


Customer engagement

Interacting with customers on the preferred mobile devices with engaging user experiences that increase brand loyalty and revenue growth.

Employee productivity

Employees can work with secure anywhere, anytime access to enterprise information, which impacts the need for integrated business and communications processes.

Knowledge sharing

The fast evolution of mobile technologies and the multiple applications to work activities require a simplified model to share and maintain skills and expertise.

Cost control, automation

For IT, delivering mobile apps across a broad range of devices requires “write once, deploy many” automated solutions to develop, test, and maintain apps, release after release.

Workforce

Increased expectationfor productivity & style

Work styles

Blurring of professional/personal lives

Workplace evolution – a business perspective

Financial sector customers use mobile applications to check their balance and recenttransactions, transfer money to other accounts, look up the location of the branch and paybills. They are also attracted by technologies that enhance the user experience, such as nearfield communication (NFC) and in-branch beacon technology, which allow interaction with thecustomer mobile devices to provide special offers and contextually relevant information.The traditional bank or insurance office, often based in town centers, is also transforming, as aresult of market changes and the increase in home working. The “new” offices will need tooffer differentiated customer experiences, to compete with the online offering.Employees must adapt to these and other changes, in a context where the clear separationbetween “workplace” and “home” is beginning to blur. The impact of technology and businesschanges is in fact resulting in many employee lifestyle changes as well. This is an importantaspect to consider, and departments such as Legal and HR should be part of the workplacetransformation plan.

The following diagram summarizes the driving forces in the workplace evolution and someimportant implications for customers, employees, and IT departments.


The Efma – HP survey

The Efma-HP survey on Workplace Evolution in Financial Services has been conductedin April and May 2015.

Answers have been received by employees from over 50 EMEA Financial Institutions inmore than 25 different countries.

The survey is divided in 3 sections:

- Today’s Workplace: this section analyzes the current status of workplace services,and the level of satisfaction. It gives a picture of the “present”.

- Trends affecting the Workplace: this section focuses on trends in employee’senablement and productivity (e.g. working from home, using mobile devices) andevaluates their impact on the workplace.

- Evolution of working styles: this section focuses on the “future”, asking predictionson the adoption of some technologies and working styles.

Data is presented as a percentage over the number of respondents to a specificquestion. In some cases information derived from multiple questions has beenconsolidated into a single table or graph.


PART 1 – Today’s Workplace

Today’s Workplace is evolving. The survey reveals that the “traditional” personalcomputer, owned and supported by the company, is still the prevalent modusoperandi. But the model is changing: user feedback indicates a growing interest inthe adoption of mobile devices and cloud applications.


There is an ongoing debate in the IT industry about “how” and “when” smartphones andtablets will replace laptops and desktops, especially in the workplace.In the following questions we take a look at today’s status, and respondents clearly indicatethat the primary platform used is a company-owned PC (laptop or desktop).This hints at a use pattern where the main tasks (accessing central systems, documentprocessing, running business software) are still PC based, while mobile devices are dedicatedto more occasional activities (simple data lookup, email checking, communications).With the strong decline in the desktop PC market, and the need for more flexible officespace, however, the current dominance of desktop PCs is on the verge of a big change. Thismight also trigger changes on the ownership of equipment, today’s primarily in thecompany’s hands.

Which client device is most popular amongst your users?

Are employee’s client devices provided by the company?

1.1 Traditional platforms are still the main paradigm

Desktop PC

52%

39%

Laptop PC

Network Terminal Tablet – 2%

7%

No, equipment is primarily rented through a third party

Yes, mostly

Yes, always

26% 59%

15%


Which operating systems are currently installed on most client devices?

1.2 Microsoft dominance in Client Software

An analysis of the current operating environment on the “client” side shows the predominanceof Microsoft Operating systems (no answers were collected for the “Other” and “Linux”options to the first question), and a usage of PCs primarily for personal productivity (i.e.Microsoft Office) or as front end to applications.The second question included other options like “Terminal Emulation” or “Decision Support”which were never reported as frequent. The Decision Support side, in particular, may be worthsome special attention moving forward: as employees are more and more empowered to takedecisions in short times, for instance when reacting to competitive offerings, it is important toallow them to access the proper decision support resources from their workplace.It is also worth considering the extent at which the Microsoft-only focused culture may becomean issue in deploying alternative client platforms, as it also will be pointed out later in thestudy.

Which applications are mostly used on the Client devices?

74%

14%12%

Windows older (Vista, XP, etc.)

Windows Version 8

Windows Version 7

Microsoft Office

70%

6%

24%

Front end to applications

Other


1.3 Slow adoption of cloud productivity software

The adoption of cloud personal productivity software, which enables not only IT costoptimization, but also allows a greater independence from the client device used, seems tobe just at a starting level.This is aligned with the previous findings, revealing a somewhat traditional approach, withhigh performance PCs running locally personal productivity applications. It is, in fact, aconsolidated working model where, probably, the higher support cost (and/or responsetimes) can still be justified.The Microsoft/Google ratio is understandable considering the strong Microsoft workplacelegacy in this sector.

Are you using Microsoft Office 365to get services from the cloud?

Are you using Google Applications to get services from the cloud?

No, but it is planned

70%

18%

12%

84%

12%4%

No

No

No, but it is planned

Yes

Yes


1.4 Limited Self Service in Support

Which support Model is mostly used to support end user computing?

Which of the following self-service support features are you using?

Over the last few years, CIOs and service managers have increased their focus on cutting usersupport costs. In parallel, users’ expectations have been evolving, and the number of devices,applications and data that they need is growing. This imbalance has led to new ways ofapproaching basic IT services, with more automated process and, whenever possible, selfservice, user driven tasks.Our answers show that, while the support process has been in most cases streamlined andcentralized with a single help desk for troubleshooting and incident management, theadoption of self service support capabilities is limited, and mostly devoted to simple task likepassword reset or provisioning.

Other

Installing operating system

Basic troubleshooting

Ordering applications

Ordering equipment

Password reset

Centralized Help Desk93%

On-site Technical Resources – 2%Self-service interface – 2%

I don’t know – 2%


Can you rate the top 3 issues you see today in your workplace environment?

How would you rate your overall satisfaction with your workplace? (1 to 10, with 10=best)

6.88

1.5 Overall workplace satisfaction is ok

The overall level of satisfaction with the current workplace is quite acceptable.The main issues identified, though, seem to suggest that the corporate-provided service torepair PCs and to ensure proper quality of service are critical areas. Both issues point atcommon weaknesses of the “static workplace” paradigm, and may be addressed by atransformation of the sourcing model for equipment and/or by leveraging multiplenetworking options.Also important is the request for popular mobile applications and the high satisfaction with“home based IT”, both showing that enterprises are affected by choices of technologies andworking models driven by employees, rather than IT departments.

Time to fix a broken PC is too long

Response times are too slow

I am unable to run mobile apps

IT at home seems better than IT at work

The network is often unavailable

Other

Systems often down for maintenance

I have experienced Data losses


1.6 If you could change one thing …

If you could change one thing in your current Workplace, what would that be?(Free Text answers, categorized below)

In this first part of the survey, we included the following “open” question, with no predefinedanswers. It allowed users to add comments or wishes not captured by previous questions,and to identify what issues should take priority, moving forward.We have grouped the textual answers received in 4 categories.The trends emerging more clearly seems to be the “home” or “home-like” approach to theworkplace, as well as the strong need for mobile devices enablement.

MOBILITY

Support Android for mobile integration

Tablets instead of laptops

Mobile Devices

Mobile Access for All

Laptops and smartphones for everyone

HOME WORKING

Develop policy for working at home

Make it even more look like at home

Full accessibility from home

IT IMPROVEMENTS

Desktop Virtualization

Migration from Lotus Notes to Office 365 […]

Ordering of IT related items without need to ask an IT specialist

Faster network

Self repair

Legacy systems!

POLICIES - WORKING STYLE

Internal procedures

Less Security policies

Attitude towards personnel (needs radical improvement)

Replace our management

Reduce open space size in order to be more efficient

I would like not to be working in an open space


Part 2: Trends affecting the Workplace

This section highlights some technology changes that affect the way employeescommunicate, relate to customers, share information and take decisions. Some ofthe changes are indicative of a broader trend, like the usage of personal devices atwork. Company policies should be able to address these new trends.

28%

15%

50%

5%


Internet access is nearly always available from working premises. This brings the commonadvantages and disadvantages for a company. For example, access to social networking canensure a better knowledge of customers via their published information, but may also impactnegatively on employee productivity. Also, access to personal e-mail can be a plus for betterwork-life balance, but it may expose the company to additional security threats. In most casesan internet usage policy can help, by setting standards of conduct for common activities, likeinternet browsing from the workplace.The study also shows that access is often limited to company-owned PCs, which represents asimple but costly way to ensure access control.

2.1 Internet Connectivity available with some restrictions

Can you access the internet from your workplace?

Can you connect to the company intranet …

Anywhere I am, also from home, from the company’s client device

Wherever I am and from any client device

Only from my employee’s device in the office

Anywhere within the company premises

Other

Yes, but restricted to a few sites or applications

No – 2%

Yes

30%

68%


Which of the following technologies have you recently deployed to reduce IT costs and improve employee productivity?

2.2 User Profiling is important to improve efficiency

Regarding the recent adoption of new technologies to improve productivity, User Profilingcomes up first. User Profiling means adopting different technology configurations to matchdifferent user needs. Users with similar IT needs are assigned to profile groups in order toenable a cost effective allocation of the IT budget. A group is allowed to use only thefeatures and technology needed for its profile, away from the “one size fits all” approach.The adoption of Unified Communication (see more details in the next question) is growingand so is the use of Client Virtualization Services (CVS). CVS allows to deliver centrally-managed applications and virtual desktops hosted in a data center, instead of being installedlocally on a user’s device. This technology simplifies desktop and application managementand enhances security by keeping all data centrally, rather than on endpoint devices.


Unified Communication and Collaboration (UC&C) enables better collaboration by unifyingformerly separate modes of communication into a single, combined user experience. Email,text, and voice messaging work seamlessly with live voice, audio and video conferencing,with a single interface, including “presence” notification to indicate users’ availability.An immediate benefit of UC&C is the opportunity to reduce telecommunication costs up to50%. Considering that, for the average IT budget, the network and communications portionrepresents about 20% of the total, this savings opportunity can be quite attractive. But,apart the undeniable results in terms of cost reduction, UC&C is also an enabling technology,connecting personal and mobile devices with the company infrastructure and allowing thedevelopment of new solutions in customer care, trading, investments analysis, etc. OnceUC&C is in place, it becomes a platform for integration with enterprise systems, applicationsand analytics.The adoption journey for each client is different, depending on the client’s goals, budget,timeline, and technological maturity.Over 50% of the respondents are using UC&C internally, which reveals a stable basis for atypically non reversible phenomenon.

2.3 Unified Communication & Collaboration is established

Do you normally use Unified Communications and Collaboration internally?

Yes

No, although it is available

No. It is not available

54%32%

14%


Does your company provide the tools and ability to work from home?

2.4 Home working is present and protected

What security systems are in place to protect company data on home devices?

When it comes to work perks, flexibility is one of the favorite options, whether that means occasionally telecommuting from home, working variable hours or being part of a job share.About 65% of users report that their organizations allow home working, in 90% of the cases using laptop or desktop systems, most likely company-owned.Many users also replied to a free-text format question about security mechanisms available from home when connecting to the company network or applications.It is worth noticing that, when answering this last question, only one user mentioned the existence of a security policy regulating remote (including home) access.

35%

25%40%

Yes, full access Yes, with some restrictions

No

This was a free-text question. Most common answers have been categorized. Percentages have been calculated on the total number of respondents, who often expressed multiple options.

Password Locks 67%

VPN access 53%

Antivirus Software 47%

Data Encryption 40%

Other 20%

59%31%

8% 2%


2.5 BYOD is a main trend for mobile devices

Does your company allow BYOD?

The term “BYOD” means “Bring Your Own Device” and indicates the opportunity, foremployees, to use for working purposes their own personal device (in general smartphone ortablet, more rarely a laptop) instead of a company-provided one.BYOD has become an increasingly important issue for business over the past few years. Moreand more people are using personal devices for work. The trend is similar for applicationsand services: as consumer apps, such as Google+ Hangouts and Dropbox provide better userexperiences, people always find creative ways of using them. The trouble is, of course, thatunder-the-radar hardware and software can bring serious headaches for IT departmentswhen it comes to software provisioning, troubleshooting and - in particular - data security.The study shows that BYOD is relatively well established in business, primarily in associationwith smart devices.

Yes, but only on smartphones and/or Tablets

Yes - on all devices

No

No, but it is planned for smartphones and/or Tablets


Part 3: Evolution of working styles

Radical changes are happening to the workplace. It is essential to define anEnterprise Workplace strategy covering multiple areas, from risk assessment touser enablement and training. This will allow companies to leverage innovation andtransform interactions with customers, employees and partners into revenueopportunities and productivity gains.


Do you expect that the percentage of your employees having the ability to work outside company premises will grow in the next two years?

Do you expect that your employees will use a mobile device (smartphone, tablet) as part of their daily job over the next two years?

3.1 Mobility & Home working increasing, but not getting predominant

Technology innovations have elevated individuals to unprecedented levels of empowerment,transforming the way workforce looks at work – and at the workplace. Employees expect tobe engaged in a flexible and inspiring way, designed to enhance creativity and productivity,with information at their fingertips.Regarding the evolution to new working styles, anyway, the study indicates that thetransition is not expected to be disruptive: users foresee a growth in home working andmobile devices adoption, but the two phenomena will rather enrich the current userexperience, as opposed to radically changing it.

No

Yes. By at most 20%

Yes. By 20% to 50 %

Yes. By over 50 %

41%

36%

18%5%

Rarely

Often

NoPredominantly, 2%

41%44%

18%


What are the main challenges connected with enabling mobile access to corporate applications by your employees?

Risk of fraud or security violations 43%

Loss of data 25%

Confusion because of mixture of personal & company data 19%

High costs to keep up with technology updates 18%

Lack of support skills to help users 9%

Lack of skills to develop new applications 4%

Other 3%

3.2 Security is the main challenge

Today’s workers increasingly meet, share, discover and get work done via technology, andthey expect technology to seamlessly empower them both in their personal andprofessional lives. Embracing this somewhat inevitable trend poses important challengesfor the organization in charge of workplace deployment and support.In a multiple answers question about main challenges, security issues are loudly reportedas the number one obstacle to adoption of a “mobile” working style. To notice also thethird answer in the graph, on the risk of mixture between personal and company data,possibly resulting in privacy violations or, again, in accidental disclosure of companyinformation to personal circles.


Do you believe your employees have the necessary skills (technical and organizational) to face the evolution of their workplace?

3.3 Users want training

As reported in previous questions, users are overall satisfied with the level of technical skillsavailable on the market about mobile applications. There is a clear perception thattechnology evolution will not be affected by the lack of “off the shelf” knowledge aboutdeveloping or deploying mobile applications. Security, as we have seen, is a perceived issue,but it also can be addressed, at least from the technology standpoint, via commerciallyavailable solutions.That said, when looking at the technical and organizational skills of employees, theperception is different, and there is an important cultural gap to be filled. People clearlyunderstand the inherent value of mobile devices and the basics of their usage, but“mapping” the full potential of such technologies to solve business problems may requirecompetencies and attitudes that would benefit from some form of knowledge sharing ormore formal training.Over 80% of respondents agree on the need for training to enable them to make the mostof new technologies, and get the necessary confidence to adopt new working styles.

Yes, but with the help of a short self-based trainingYes, but need a

comprehensive training program in place

No

Don’t know Yes – 2%

54%32%

5% 5%


Conclusions

This survey has demonstrated the desire of employees to move from the current workplace to amore “mobile” environment. However, this anywhere and everywhere change is happening atdifferent speeds, with different priorities and with some prudence. This is mostly linked to thehighly regulated and security-driven requirements of the financial sector. It is important thatemployees, managers and IT functions realize the emergence of new working styles and thatthey see them as an opportunity rather than a threat. It is possible to exploit these new workingstyles to empower the workplace and to deliver enhanced experiences to customers. To benefitfrom these changes will require comprehensive policies and a clear roadmap to the future.

We hope you enjoyed the survey and could benefit from our insights.

How to move forward? We include below a few recommendations, gathered in variousworkplace transformation projects around the world.

Some recommendations for a successful workplace transformation

Move beyond the device: shift the workplace management focus from PC break & fix toenabling data and applications needed by new working styles, and establish the requiredsecurity levels. Take a comprehensive approach with an end-to-end architecture designed fortoday’s usage patterns.

Design new support models: the workplace is evolving towards an heterogeneous set ofdevices and operating systems, some of which possibly owned by employees. Support mustadapt with more automated and self-service based schemas. As an example, consider anincentive program to motivate users who are ready to pursue the self-help route.

Involve representatives from legal and HR: legal and social aspects connected with deviceownership, flexible working etc. must be addressed as part of the workplace transformation.Country-specific regulatory restrictions should also be taken into account.

Re-think the security and network perimeter: centrifugal forces are bringing security andenterprise networks beyond the usual well defined boundaries. Broader policies and operatingprocedures should be enforced, to limit the relative risk.

Define a user-based data access and protection model: user segmentation, in terms ofservice levels and data protection, rather than “one size fits all,” is an imperative in providingthe flexibility required to adapt to new business models. It’s important to design data accesspatterns based on users roles, rather than data formats or storage platforms.

Decide how to integrate popular user-selected Internet services: it is important to establishguidelines for usage of popular services, such as Facebook or Twitter, which are increasinglyused for work-related activities.


About us

As a global not-for-profit organization, Efma brings together more than 3300 retail financial services companies from over 130 countries. With membership from almost a third of all large retail banks worldwide, Efma has proven to be a valuable resource for the global industry, offering members exclusive access to a multitude of resources, databases, studies, articles, news feeds and publications. Efma also provides numerous networking opportunities through work groups, online communities and international meetings.

For more information: www.efma.com or [email protected]

HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society. With the broadest technology portfolio spanning printing, personal systems, software, services and IT infrastructure, HP delivers solutions for customers’ most complex challenges in every region of the world. In the Financial Sector, HP helps banking, capital markets, and insurance clients reduce risk and increase profitability. HP also manages over 5 Million workplaces and over half a million mobile end users for enterprise customers across the world.

More information available at: www.hp.com/services/workplace

http://www.efma.com/

mailto:[email protected]

http://www.hp.com/services/workplace

Evolution of the Workplacein Financial Services

July 2015

EFMA & HP: Evolution of the Workplace in Financial Services

Business

Transcript of EFMA & HP: Evolution of the Workplace in Financial Services