Financial services

We work with clients to improve network optimisation, deployment economics, and investment effectiveness. With an emphasis on innovation strategy and technology assessment, we do more than design your right future — we’ll also help build it with you in a tangible, practical, results-driven way.

More on digital and technology strategy

We support our clients in the sustainable optimisation of their entire services and cost base with independent analysis and support of cost structure review, process optimisation, customer management, supply chain optimisation, asset utilisation, and outsourcing analysis.

More on operations strategy

Our experts know how to realign organisational priorities, uncover strategic M&A openings, improved operational efficiency and competitiveness through post-merger integration, and use objective-driven change initiatives to steer transformation.

More about organization strategy

When a digital bank had the opportunity to bid for £120m of funding to build out its SME customer proposition, the leadership engaged Strategy&. In six weeks, we helped identify and design a compelling proposition, service blueprint, and underlying business case for the £120m by forecasting costs and revenue in relation to its SME proposition. This work then informed the bank’s application for funding, and helped leadership address some of its previous assumptions and thoughts about the SME proposition. As a result, the bank asked Strategy& to support it in further developing its SME proposition.

Supporting the post-merger integration of a leading European bank and a large local retail bank in Brazil was a complicated, rewarding undertaking. The European bank enjoyed a strong, existing presence in Brazil. The local bank was of similar size and branch network. In merging, the banks were creating one of the largest local financial conglomerates with 12% market share and more than 2,100 branches across the country. However, the two banks had significant differences in corporate cultures, client perception, and brand recognition. Strategy& was responsible for conducting legal, accounting, strategy, and IT due diligence. We were also tasked with developing integration strategy and process as well as creating processes and tools for programme planning, coordination, and control. Additionally, Strategy& supported the wholesale banking and middle market segments in creating the baseline, strategy definition, integration planning, and execution.

A leading global bank headquartered in the UK brought in Strategy& to help redefine the role of group central functions. First, we began working with the client to develop their understanding of what type of corporate core they required (from highly involved management to remote portfolio management). From there, we presented two guiding principles: (1) Decisions are best taken close to the customer, and (2) The corporate core should primarily exercise governance and control responsibilities. Defining these priorities enabled the client to clarify controls exercised by the group centre. In so doing, the client eliminated duplications by devolving more than 75% of group personnel to the businesses. The outcome was better understanding across all teams of their own responsibilities and those of other business groups.

Strategy& managed the post-merger integration of two banking IT providers with more than 5,500 employees. To ease the transition, we began working through a target organisation model and harmonising their banking-IT product offering. We also adjusted key management processes and integrated internal IT systems. As a result of these and other changes guided by Strategy&, the firm realised an annual savings of more than 20%.