As one type of global risk recedes, it’s a good time for CCOs and others with responsibility for compliance to get a clear view of the other challenges and opportunities they face.
Clear signposts point to a different type of journey for financial institutions.
A new study from BCG and the International Association of Credit Portfolio Managers shows how financial institutions are redefining best practice for the management of non-traditional risks.
Most banks know what their technology landscape needs to look like. The question is how to execute a transformation without stalling business development for three years or more.
In a uniquely tumultuous year, assets under management worldwide showed strong overall growth, passing a major milestone along the way.
Flipping the lens to look at global wealth from the perspective of client needs instead of net worth reveals huge untapped revenue pools lying in plain sight.
Banks that fortify their core will emerge from the pandemic fitter and with the financial muscle to be a bulwark for customers and the broader community.
Leading banks are already organizing solution delivery around customer value streams and taking customer engagement to the next level.
Misconceptions about Black and Latinx un/underbanked households make it hard for the financial sector to address the problem effectively.
The pandemic has accelerated the inevitable; the AI revolution is overtaking banking as we knew it. Banks that don’t transform stand to lose market share to faster, nimbler tech players.
Savings are waiting to be tapped in many areas. Banks that take an aggressive approach to improving procurement can boost net income before taxes by 3% to 4%.
Cultural transformation is difficult—but not impossible. RBC CEO Dave McKay explains how a shock to the system can deliver change.
Larry Fink, the chairman and CEO of BlackRock, the world’s largest asset manager, explains how the climate crisis is fundamentally reshaping his firm’s approach to investing.
White families in the United States have a median wealth nearly 10 times greater than that of Black families. BCG Managing Director & Partner Kedra Newsom Reeves explores this racial wealth inequality, and outlines how financial institutions can support Black Americans.
For too long, wealth managers have looked at the women’s segment through a marketing lens. But women don’t want pink products. They want individualized service. Advisors that fail to adapt will miss out on a $93 trillion opportunity.
Today’s leading firms achieve stronger revenue growth by treating pricing as a capability they can adjust in response to varying client needs.
The role of the relationship manager is changing. RMs are harnessing the power of data and advanced analytics to attract more new business and deliver more value to clients.
The status quo is no longer sustainable. With bank profitability under pressure, treasurers must improve efficiency, optimize financial resource management, and fast-track digitization.
How will Distributed Ledger Technology transform the future of capital markets? A new BCG report, published in partnership with the World Economic Forum, explores the path forward.
CIBs that take action in six critical areas can dramatically improve their cost-to-income ratios and returns on equity, creating a more prosperous and sustainable future.
By embracing mobile payments and related services, African banks can build their competitive advantage and take a leadership role in revitalizing their economies.
Entrepreneurs who offer banking via mobile devices could finally put financial services within reach for 1.7 billion adults around the globe.
Because digital solutions make it easier to send and receive money, they boost economic activity. Policymakers and companies should take steps now to accelerate adoption.
Institutional investors were late to realize the alpha potential of clean tech and other environmental investments. They should avoid making the same mistake with social impact.
Blockchain and other distributed ledgers go far beyond cryptocurrencies. They are becoming core banking activities and offerings. These top seven DLT trends make the leading-edge possibilities accessible.
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.
Asset managers know sustainable investing is the new standard, but finding the best approach is challenging. Firms must change their tactics or risk being left behind.