Economy in Deloitte in Scotland
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Only 5 weeks ago, the UK Chancellor Philip Hammond gave his Budget speech announcing that “the era of austerity (is) finally coming to an end”. On 12 December the Scottish Finance and Economy Secretary, Derek Mackay, will deliver his Scottish Budget detailing the Government’s spending and tax plans for the coming year. The question on many Scottish taxpayers’ minds is whether their finances will enjoy a post austerity boost.
Productivity and jobs are vital to the wealth and welfare of Scotland. If we could solve Scotland’s productivity challenge, this would provide a unique opportunity to create a more prosperous society and improve living standards.
Citizens are showing increasing concern about public services and the certainty of future provision. Public sector productivity is now estimated at a lower level than in 2015. The traditional boundaries of public, private and third sector are increasingly irrelevant, with all now involved in public service delivery. Today’s public service leaders need much more support to lead services across boundaries in a dynamic and volatile context.
Where did CASS as we know it come from? The Lehman collapse was the first time that the CASS rules had been put to the test on a large scale. The sums of money claimed by the UK investment bank’s clients were vastly greater than the sums segregated by Lehman’s as client money.
The growth of management and employee ownership in recent years has been recognised as a force for good in the success of such businesses in Scotland in recent years. The benefits are obvious for both management and Private Equity (PE). Those with an ownership stake are much more likely to be incentivised to drive a business forward, thus increasing the size of the ‘pie’ for the investors.
If Edinburgh is to be the data capital of Europe, we must use this as a platform to create and build solutions that can tackle some important issues. Examples of this could be in addressing challenges such as low levels of financial inclusion, a lack of financial education and awareness and help to structure a broader support network for marginalised communities such as the homeless, or supporting in reducing mental health issues caused by a lack of assistance for some people struggling to manage their finances.
History is littered with examples of brands that once dominated their respective markets but, through a combination of lack of innovation, inefficient execution and focusing internally instead of on customers, have gone on to suffer a massive fall in market share against rivals.
Over the past few months, I have been working across several cities and regions, which have or hope to create, a fintech hub. Although they are all very different, in terms of their existing strengths, their potential, their approach and their progress, at their heart, the process each of these countries are going through to create an effective ecosystem is very similar and in many ways highly repeatable.
Scotland’s sluggish economic performance over the last few years has been well-documented. In the face of a difficult period for the North Sea oil and gas industry and, more recently, a decline in construction activity and subdued growth in services, the country’s economy has struggled to build any significant momentum. But could that be about to change? Progress is slow and continues to lag behind the UK, but there is an air of cautious optimism.
To support Deloitte’s leadership role in developing the Fintech strategy in Scotland, we recently ran a workshop with the University of Edinburgh’s MSc Accountancy & Finance students to bring to life the complexities of developing and launching a Fintech start-up. With brilliant mentorship from Craig Paterson of the Data Lab, we set 3 teams the challenge of building a business case with projected expenditure and revenues, considering recent market opportunities presented by Open Banking, and capabilities such as artificial intelligence and robotics.