Setting objectives and measuring digitalization in Financial Services
It’s time to re-examine the facts and adjust the course
Financial companies are investing in digitalization to improve operational costs and meet client expectations, but few can claim success.
Digital transformation & analytics
Convergence of banking and telecoms
Will digitalization encourage cooperation?
Telecom operators and retail banks have been converging for years.
Financial services, Telecommunications, Information technology, Media & Electronics (TIME)
Money's not all banks buy
Strategic Supplier Management for Financial Services Organisations
Purchasing, as a rule, is not part of a bank or insurance company’s core business. As a result, financial services organisations often underestimate both the risks associated with purchasing and the advantages of managing suppliers and product groups in a systematic way.
Sleeker by Design
Cost-efficiency in the insurance industry
A survey conducted by Arthur D. Little ranks 50 major European insurance companies on cost-efficiency and takes a closer look at the strategies adopted by these top performers to achieve their high-ranking positions.
@Banks: Stay Tuned With Your Customers
How Smart Financial Institutions Exploit the Communication Advantage
Two main ways could be undertaken: differentiate and renew value proposition with innovative services and products and make customers and their needs the focal point of the business model.
Five Habits of Highly Efficient Banks
If, as shareholders recognise, cost-efficiency is an indicator of a well run bank, how can it be achieved? An Arthur D.
Rethinking the corporate center
How to turn your corporate headquarters from a cost factor into true support for your business
Many financial services companies struggle when it comes to optimising support and back-office functions. Arthur D.
Driving Banks' Value Through M&A
Strategic Mergers and Acquisitions are Reshaping European Banking
The crisis in the financial markets is providing additional momentum for already increased M&A activity, with a number of sizeable institutions suddenly up for sale. How can banks manage post-merger integration successfully to realise true growth in value?