Managing Director & Senior Partner
Oliver Dany is an expert on large scale transformation in banking at Boston Consulting Group, with a particular focus on wholesale businesses and institutions. He is a member of BCG’s Leadership Team in Germany, Austria, and CEE, responsible for Central and Eastern Europe. Oliver has worked at BCG since 1998 and is a core member of BCG's global Financial Institutions practice and the lead for Wholesale Banking in Europe.
Oliver has led more than 20 strategy projects, recently with a strong focus on digitization. Beyond pure strategy work, he has worked with his banking clients on postmerger integration, wind-down, and turnaround situations. He works with clients on captive auto financing across a broad range of topics, including sales, digital disruption, funding, and risk management.
In addition to his work in banking, Oliver is active in BCG’s social impact work, leading an initiative against youth unemployment in the Frankfurt area and supporting Welthungerhilfe, a German NGO known for its humanitarian projects.
The wholesale banking business ecosystem faces numerous challenges and disruptions in its value chain—navigating an evolving regulatory framework, reducing costs, optimizing capital, and developing sustainable finance and investing practices.
Given the profound changes sweeping the industry landscape, it’s time for banks to reinvent themselves.
The car-buying experience is getting a major tune-up. Here’s how dealerships, OEMs, and banks can prepare.
Digital disruption has come to corporate banking with a vengeance. Banks need to develop a vision of how the industry will evolve, formulate a comprehensive strategy, and plot their digital initiatives.
Though top banks are achieving profitable growth, they are also facing profound digital disruption—and most are not ready for it. Institutions must digitize swiftly and aggressively.
Corporate banks that engage with fintechs as allies, rather than as a direct threat, can fast-track their innovation processes and create a superior client experience.
Business clients expect corporate banks to deliver higher levels of digitization and will pay to switch to banks capable of providing a superior digital experience.
The macroeconomic “noise” generated by the 2007–2008 financial crisis concealed some fundamental forces that are still reshaping business models in corporate banking.
BCG’s latest report on the global corporate banking industry examines current trends and outlines the actions that players must take to succeed in an increasingly competitive climate.