Managing Director & Partner
Brad Noakes is the leader of The Boston Consulting Group’s People & Organization practice in Australia and New Zealand and is a core member of the Insurance and Financial Institutions practices.
Since joining BCG in 2003, Brad has worked with numerous insurance and banking clients on issues related to strategy, operations, organization redesign, implementation, and change management. He has helped insurers create strategies around bancassurance and verticals, as well as leading a number of projects to design and implement new operating models.
Brad has partnered with major financial institutions to create sales planning strategies and develop new business models, and he also has experience directing large-scale restructuring efforts. Brad led the development of BCG's OrgBuilderTM tool, and he has helped a number of clients develop and implement digital and information technology strategies.
Prior to joining BCG, Brad worked for Platinion, an e-commerce development company focused primarily on financial services. He previously worked for the information technology division of the Australian Defense Science and Technology Organisation.
Australian banks can grow through the COVID-19 economic downturn and emerge stronger, more resilient, and more competitive by addressing five key priorities.
Australia faced the unprecedented crisis of COVID-19 with a clear and collaborative response on all fronts, putting us in a better position than many other countries. While the health challenges are flattened for now, different sectors of the economy are experiencing vastly different impacts. As of today, our governments, businesses and the community face a future that is uncertain but also one that presents opportunity.
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.
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.
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?
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.
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.
Reorganizations often fail. BCG has uncovered six factors that can dramatically improve a company’s odds of reorganization success.