Jean-Werner de t’Serclaes joined Boston Consulting Group in September 1999. He worked in the Paris and Madrid offices of BCG before moving to Colombia in 2013 to open the firm’s local franchise. He returned to Paris in early 2019. He leads BCG’s Financial Institutions practice for Western Europe, South America, and Africa, as well as the Fintech Control Tower.
Jean-Werner has deep experience in large digital transformations and turnaround programs for leading players in both Europe and South America.
Before joining the firm, Jean-Werner worked as an Analyst for Merrill Lynch in the area of principal investment activity. He is fluent in English, French, and Spanish, and also speaks some German and Portuguese.
Familienunternehmen befinden sich in einem Spannungsfeld zwischen der Sicherung des langfristigen Unternehmenserfolges bei gleichzeitiger Bewahrung eines guten familiären Verhältnisses. Eine Familiencharta kann Unternehmerfamilien dabei helfen, sowohl das Unternehmen als auch die Familienbeziehungen, insbesondere bei grundlegenden Veränderungen wie einem Führungswechsel, zu stabilisieren. Dabei dient sie als Regelwerk mit klar definierten und kodifizierten Leitlinien für die Familie im Umgang mit dem Unternehmen.
A look at the record-breaking year in InsurTech (emerging trends, innovative business models, and the most disruptive technologies) using a data-driven view of InsurTech globally through products, investments, and geographies.
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Retail banks that blend the best of the digital and physical worlds to reshape their distribution models, personalize their value propositions, and create end-to-end customer journeys can generate a 30% increase in net profit by 2020.
Retail banks must develop digital capabilities that radically simplify their businesses while improving customer experience. This mandate for digital simplicity emerges from BCG’s report on global retail banking excellence.
Consumer expectations, fueled by digital retail innovators, are disrupting retail banking. Banks must embrace the digital opportunity to improve the customer experience or risk becoming mere utilities.
How do leading banks achieve operational and digital excellence—and the financial rewards that excellence brings? How can other banks join them at the top?
A charter can help a family business sustain its success, ensure smooth leadership transitions, and manage shareholder changes while building an enduring legacy for generations to come.
Retail banks today must provide digital functionality for speed and convenience, as well as thoughtful human interaction when the customer demands it. Retail banks must become, in a word, bionic.
