Anna Zakrzewski
Managing Director & Partner
Zurich
Anna Zakrzewski has been with Boston Consulting Group since 2001. She is a core member of the Financial Institutions and Strategy practices. Her focus is primarily on financial services, with a concentration on wealth management and global private banking. Anna leads wealth management globally, and is a topic expert in global wealth management. Anna is one of the coauthors of BCG's flagship report on global wealth, and has driven its' content development for many years.
As a core member of the Financial Institutions practice, she focuses on areas such as strategy, transformation, sales and front-office effectiveness, client service models and segmentation, mergers and acquisitions, private banking operating models, advisory cost efficiency, competitive benchmarking, and organization within the private banking and wealth management space worldwide.
Anna has specific expertise in mergers and acquisitions, including post-merger integrations, having led several of the largest projects in the industry in recent years in Switzerland and internationally. She also has in-depth experience in the external asset manager/intermediary market in Europe and Switzerland.
North American wealth managers entered the recent crisis in worse shape than they entered the Global Financial Crisis of 2008/2009. This creates a pressing need for change, and a revitalized agenda is called for to establish strategic priorities and a winning game plan.
Firms have been late to the present, and they’re even further behind in preparing for the future. With shifts accelerating, leaders must commit to essential changes now.
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.
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.
It is still impossible to assess the impact of COVID-19 on the economy. Outsiders might think that the wealth management industry, after a ten-year bull market, should be in good shape to weather the storm. But this is not what we find.
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.
This paper aims to understand what differentiates top-performing wealth managers from the average and identify the key strategic levers wealth managers can use to stand out from the crowd.
Today’s leading firms achieve stronger revenue growth by treating pricing as a capability they can adjust in response to varying client needs.
The wealth market is changing. To win over the next five years, leading firms will leave business as usual behind and commit to bold plays and new ways of working.
BCG’s 18th annual report on global and regional personal wealth examines how advanced analytics are emerging as a differentiator for successful wealth managers.
How to ensure value creation through successful PMI? The Swiss wealth management industry continues to consolidate. Each year since 2013, an average of CHF 153 B in assets under management (AuM) have changed hands in deals where a Swiss bank was at least one of the parties.
