Managing Director & Senior Partner
Christophe Duthoit is global leader of The Boston Consulting Group’s Digital Banking Initiative. He serves on the global management teams of the firm’s Financial Institutions, Technology Advantage, and Operations practices. He also leads BCG's global work in Technology Advantage and Operations.
Christophe has worked with global banks in North America and Europe, helping them with technology and operations strategy and large-scale transformations. He has authored multiple publications and is regularly invited to give speeches at industry conferences. He has also taught courses at Mines Paris Tech and sits on several boards.
Before joining BCG’s Paris office in 1994, he worked with Andersen Consulting (now Accenture).
Banks understand that digitalization will drive the successful delivery models of the future. Few, however, have managed to make it pay, suggesting that a fresh approach to digital is needed.
Contrary to popular perception, the technology economy does display a close relationship with GDP, productivity, and other measures of economic health—if you look closely.
To successfully navigate the “technology economy,” senior executives must measure success in the virtual world just as carefully as success in the physical world.
Senior executives must understand how their company’s returns on technology investments stack up against those of competitors.
Conventional wisdom holds that the powerful effects of technology can’t be seen in economic metrics. But “technology intensity” shows precisely why technology matters to a company’s bottom line.
In at least four areas, focused and coordinated big data programs can lead to substantial value for banks in the form of increased revenues and bigger profits.
Most financial institutions are launching digital initiatives, but too often they don’t have the right people and organization to capture the full potential of their efforts.
BCG’s fifth annual operational-excellence benchmarking survey, involving 15 of the world's 35 top retail banks, explores four trending practices of leading institutions.
BCG’s fourth annual retail-banking operational excellence benchmarking found that the top performers among the world's leading retail banks improved operational effectiveness while also becoming more customer centric than their competitors.
Retail banks that achieve wide-ranging operational excellence and customer-centricity are rewarded with superior financial performance, BCG’s annual Retail-Banking Operational Excellence survey found.
The most competitive financial institutions are embracing lean that lasts—comprehensive change based on a philosophy of continuous, organizationwide improvement—and reaping the benefits.