McKinsey

MAY 18, 2021

Technology alone cannot define a successful AI bank; the AI bank of the future also needs an operating model that brings together the right talent, culture, and organizational design.

Banking 144

Banking 144

McKinsey

JUNE 12, 2020

Retail banks have a prominent role to play in guiding the world toward economic recovery, while preserving the health of their organizations.

Retail 140

Retail Banking 140

McKinsey

MARCH 23, 2021

Banks are already strengthening customer relationships and lowering costs by using artificial intelligence to guide customer engagement. Success requires that capability stacks include the right decisioning elements.

Banking 140

Banking 140

McKinsey

MARCH 1, 2023

CBDCs are digital currencies issued by central banks. Their value is linked to the issuing country’s official currency.

Banking 129

Banking 129

McKinsey

OCTOBER 13, 2022

With central banks increasingly exploring central bank digital currencies (CBDCs), now is the time for commercial banks to establish their role in a fast-changing landscape.

Banking 112

Banking 112

McKinsey

APRIL 27, 2023

Mambu co-founder Eugene Danilkis talks about how banks can approach core technology transformation and keep up with the fast pace of change, then offers his take on the future of human interaction.

Banking 132

Banking 132

McKinsey

JULY 24, 2020

Rajnish Kumar, chairman of India’s largest bank, discusses COVID-19, digital transformation, and the future of work in financial services.

Banking 145

Banking Finance Strategy 145

McKinsey

OCTOBER 6, 2021

Leading banks have made deep-seated changes to their technology spending priorities, role mix, and talent mix, unlocking a step change in productivity.

Banking 118

Banking 118

McKinsey

MARCH 25, 2021

Swift action and a focus on three imperatives could strengthen African banks and support recovery.

Banking 120

Banking 120

McKinsey

JULY 13, 2022

Banking distribution needs to account for the evolving interdependencies between channels. Accelerating digital and upgrading the physical experience to “phygital” offers a viable solution.

Banking 139

Banking Retail Accounting Solution 139

McKinsey

OCTOBER 9, 2020

Banks can meet rising customer expectations by applying AI to offer intelligent propositions and smart servicing that can seamlessly embed in partner ecosystems.

Banking 140

Banking 140

McKinsey

MAY 24, 2022

If banks reimagine and modernize their business-lending processes, they can take advantage of new opportunities with SMEs and capture more of the forecast growth.

Banking 26

Banking Management Management 26

McKinsey

JULY 20, 2020

European private banks were already feeling pressure to revitalize. Now that the pandemic has accelerated changes in the expectations of clients and employees, the industry will need to accelerate its transformation.

Banking 142

Banking IT 142

McKinsey

DECEMBER 9, 2020

Updated annually, our Global Banking Annual Review offers the best of our research and insights into the global banking industry. Explore the findings from our most recent report and scroll for past years’ reports.

Banking 111

Banking 111

McKinsey

APRIL 8, 2020

In the context of COVID-19, banks can better serve customers in distress by enhancing support in the use of digital tools and new products and services.

Banking 128

Banking 128

McKinsey

MAY 20, 2020

Now is the time for Europe’s banking leaders to reimagine how their institutions operate and their role in society.

Banking 127

Banking 127

McKinsey

SEPTEMBER 19, 2020

Artificial intelligence technologies are increasingly integral to world we live in, and banks need to deploy these technologies at scale to remain relevant. Success requires a holistic transformation spanning multiple layers of the organization.

Banking 111

Banking 111

McKinsey

MARCH 18, 2020

As the effects of the COVID-19 pandemic continue to reverberate, banks have a role to play as systemic stabilizers.

Banking 140

Banking Leadership 140

McKinsey

DECEMBER 6, 2022

African banks can increase their productivity to enhance competitiveness, build resilience, and deliver new value to customers—even in the face of a tightening global business environment.

Banking 107

Banking 107

McKinsey

OCTOBER 5, 2021

Banks can use APIs to generate income growth from corporate customer segments, improve customer experience, and fuel innovation.

Banking 144

Banking 144

Let's Grow Leaders

OCTOBER 13, 2022

What is the secret to ongoing success in every role whether you’re in leadership, accounting, consulting, investment banking, law, or any other type of professional service? It’s not just knowledge, experience, and unique services that set people apart.

Leadership 435

Leadership Professional Services Consulting Banking 435

Let's Grow Leaders

NOVEMBER 21, 2012

A guest post from Karin Rigas, Greve, Denmark Karin Moeller Rigas has worked as a Sales Manager, Executive Coach, and Management Consultant within Retail Banking for more than 25 years. The solution may be closer than you think. Founder of www.emodigy.com, an e-learning site for managers, she is the author [.]

Performance 297

Performance Executive Coaching Executive Coach Retail 297

McKinsey

JULY 29, 2020

Capital cushions at European, UK, and US banks look adequate in most scenarios—and challenged in others. In either case, they must be rebuilt, and that will require some difficult decisions.

Banking 125

Banking 125

McKinsey

DECEMBER 6, 2021

The CEO of the newly merged Bank Syariah Indonesia (BSI) describes how digital and mobile capabilities unlock new opportunities for Islamic banking within Indonesia—and beyond.

Banking 107

Banking 107

Let's Grow Leaders

NOVEMBER 9, 2015

This weekend we stayed in a beach house in Nags Head with my sister, and 28 of her closest friends (most of whom we had ever met) to run the Outer Banks Southern Fried racing weekend. What’s up with that? The kids ran the 5K and the grown-ups ran the 1/2 marathon.

Banking 486

Banking Creativity Leadership Management 486

McKinsey

OCTOBER 25, 2022

Small and medium-size enterprises are a clear growth opportunity for banks in a difficult environment. A digital-first approach with a personal touch can help banks crack the code of this historically overlooked segment.

Banking 99

Banking 99

McKinsey

OCTOBER 7, 2022

Sustainable financial products can propel revenue growth for banks and contribute substantially to businesses’ progress in meeting global climate goals. But success requires a strategic approach.

Banking 117

Banking 117

McKinsey

FEBRUARY 13, 2023

Specialist players are disrupting payments and challenging banks to find a new playbook.

Banking 109

Banking 109

McKinsey

JUNE 2, 2020

More than regulatory pressure is driving banks to manage climate risk. Financing a green agenda is also a commercial imperative—but specialized skills are needed to protect balance sheets.

Banking 109

Banking Management Management Finance 109

McKinsey

MARCH 25, 2020

The implications of the COVID-19 crisis are profound for consumer and small-business banks, and the steps they take now will shape operations long into the future. Here is where to start.

Banking 115

Banking 115

McKinsey

JANUARY 19, 2023

After one of its most successful years, Europe’s private banking industry will now need to navigate an uncertain macroeconomic outlook and evolving client needs.

Banking 113

Banking IT 113

McKinsey

OCTOBER 10, 2021

As clients demand solutions to enhance their corporate treasury activities, banks are increasingly partnering with fintechs and software players.

Banking 108

Banking Solution 108

Let's Grow Leaders

SEPTEMBER 7, 2015

They weren’t afraid to say what they were good at, “Oh, when I worked for the World Bank, I used to work on this kind of stuff all the time, let me lead the analysis.” The strongest teams didn’t waste time jockeying for position or covering up weaknesses. ” 2.

Performance 480

Performance Communication Finance Banking 480

McKinsey

JUNE 30, 2021

Banks are beginning to put in place a new approach to risk and compliance that accelerates their digital transformations and improves outcomes.

Banking 122

Banking Strategy Management Management 122

McKinsey

MAY 18, 2021

To thrive in the AI-powered digital age, banks will need an AI-and-analytics capability stack that delivers intelligent, personalized solutions and distinctive experiences at scale in real time.

Banking 109

Banking Solution 109

McKinsey

MAY 6, 2020

The COVID-19 pandemic has revealed unexpected flaws in the business models that banks rely upon. How can they best address this challenge?

Banking 121

Banking Management Management 121

McKinsey

JANUARY 26, 2021

As the region’s regulators increase license allocations and set standards for the next wave of digital banks, there are opportunities for both incumbents and new entrants to enter the arena.

Banking 111

Banking 111