Sam Stewart
Managing Director & Senior Partner
Sydney
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.
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.
预计到2025年，零售银行业的分销模式将发生翻天覆地的变化。银行的渠道和客户触点将变得“无处不在”，与客户的互动和产品服务将真正做到“千人千面”。随着人机协作的发展，人机界限将变得模糊。
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.
