Kilian Berz

Kilian Berz is the global leader of the Financial Institutions practice at Boston Consulting Group. Kilian leads large client relationships on behalf of BCG and, since joining BCG in 1995, has advised clients across many sectors in North America, Europe, and Asia. He is the chair of the Centre for Canada’s Future, convening leaders from business, government, and the nonprofit sector to address Canada’s biggest challenges. Kilian led BCG’s Canadian offices from 2009 to 2015.

Kilian is Special Advisor to Prime Minister Justin Trudeau, helping engage business and increase investment in Canada. He is a board member of CivicAction, a nonprofit urban renewal coalition and is cofounder of the LEAP Pecaut Centre for Social Impact. From 2001 to 2016, he chaired the board of a mid-sized German chemical business.

AREAS OF EXPERTISE

Leads BCG's Financial Institutions practice globally
Co-chairs BCG's Centre for Canada's Future
Retail and corporate banking
Insurance
Asset management and wealth management
Customer-focused transformation
Market and growth strategy
End-to-end process optimization
Organizational redesign and performance culture
Public and social sector
Innovation and product development

EDUCATION

MPhil, economics, Oxford University
BA, economics and business management, University of Bonn

HONORS AND AWARDS

CivicAction, board member
LEAP: The Centre for Social Impact, cofounder
The Pecaut Centre, cofounder
Privy Council Office, Special Advisor to the Canadian Prime Minister on Investment

Publications and Videos

should-financial-institutions-navigate-the-covid-19-crisis-part-two-square-tcm9-243704.jpg

How Should Financial Institutions Navigate the COVID-19 Crisis? Part 2: A Three-Stage Battle

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.

How Should Financial Institutions Navigate the COVID-19 Crisis?

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.

RBC’s Dave McKay on a Future-Focused Culture

Cultural transformation is difficult—but not impossible. RBC CEO Dave McKay explains how a shock to the system can deliver change.

Banks Brace for a New Wave of Digital Disruption

Banks need to start acting like digital giants before digital giants act like banks.

金融机构数字化转型中的组织和人才突围

金融机构正在迅速构建全新的数字化部门和业务模式，但他们往往缺少适当的人才和组织来充分挖掘和捕捉这些数字化举措的深厚潜力。

The Power of People in Digital Banking Transformation

Most financial institutions are launching digital initiatives, but too often they don’t have the right people and organization to capture the full potential of their efforts.

Impact-Based Philanthropy

If donors and government agencies had data on the impact that nonprofits achieve, they could funnel money and resources to the most effective organizations.

Living with an Uncertain Capital Climate

Insurers, banks, and other financial-services organizations need to plan for navigating through a prolonged period of low interest rates.

building-highpowered-branch-network-retail-banking-art-illustr-large-tcm9-120473.gif

Building a High-Powered Branch Network in Retail Banking

The so-called Great Recession of the past two years has created unprecedented challenges for retail-banking branch networks. In many markets, regulatory moves are putting pressure on fees, with unfavorable deposit spreads and poor consumer-credit quality compounding the difficulties. Branch-driven revenue growth is becoming harder and harder to achieve. Many banking executives, faced with a deteriorating revenue model and an expensive branch infrastructure, are responding by closing branches and adjusting staffing—while simultaneously looking for ways to improve sales productivity.

深入的专业知识、广泛的实际经验