Managing Director & Senior Partner
Sam Stewart joined The Boston Consulting Group in 2001 in Sydney. He has worked in Australia, Greater China, and the U.K. Today, Sam leads the firm’s Retail Banking segment globally. He also leads two of BCG’s practice areas in Australia and New Zealand: Financial Institutions and Strategy. He is also the firm’s global topic leader for strategic planning, strategy as a service, and strategy department excellence.
During his time with the firm, Sam has worked mostly with leading banks, insurance companies, and wealth managers on a range of topics including M&A, pricing, risk analytics, front line productivity, growth strategies, and portfolio management.
More recently, he has focused on helping financial institutions transform their businesses and build the capabilities they need to win in a digital world, including: using data to strengthen customer relationships, building new digital products and services, simplifying the core business, and breaking down bureaucracy by changing the way work gets done.
Sustainability is moving up the priority list for all retail bank stakeholders. What does a “sustainable” bank look like?
By offering a suite of green products and services, banks can support the growing number of climate-conscious consumers—and reduce their own carbon footprints as well.
Leading banks are already organizing solution delivery around customer value streams and taking customer engagement to the next level.
They’ve been focusing – for good reason – on immediate priorities, but they need to start building the foundation for how they will operate in the new normal.
The COVID-19 crisis has prompted companies in virtually all industries to seek an optimal way to navigate their way through. Financial institutions, in particular, need a strategy to help maximize their level of resiliency and prepare for any macroeconomic and financial scenario.
Shifting consumer behaviors are challenging traditional banks to keep up.
Today’s retail banking customers want more than they’re getting. Digital has transformed their expectations, and banks need to respond now.
Traditional strategy processes are incompatible with agile ways of working. How can organizations balance autonomy with alignment?
A tempo-based advantage relative to rivals is the best long-term insurance against disruption. After all, incumbents have major advantages—and most startups fail.
Now more than ever, companies need to devote time to strategy. But far too many strategic-planning processes fall short. It doesn’t have to be that way.