http://www.booz.com Financial Services RSS feed from Booz & Company. Tue, 07 Feb 2012 22:51:42 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd The enormous popularity of tablet computers among consumers is forcing enterprises of all sizes to accept them as part of their technology arsenal as well. Much of this activity has been driven from the top down, beginning with top executives and board members of large enterprises, but that will likely change soon, as the productivity gains from new ways of using the devices become clearer. Appling, George Thu, 19 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 As technology projects increase in complexity, public and private organizations are searching for new mechanisms to control their costs and ensure systems deliver what they need. In doing so, they should go beyond the traditional project management office and consider a strategic implementation office, which extends the scope of oversight and is thus able to prevent common pitfalls before they occur. Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Naamani, Mohamad Mon, 09 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060998?gko=5b021 As the economic recovery takes a fragile hold, we see several powerful market trends significantly altering the economics of the financial services industry. In response to these trends and to remain competitive, many companies will need to reassess their business models, operations, and technology infrastructure. This will entail a rigorous but vital process, given the magnitude of the forces at play--margin pressure, regulatory changes, globalization and complexity, and fast-moving technology innovation. Mavros, Kelley; Plansky, John; Redd, Tracie; Nelson, Hector Thu, 05 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060998?gko=5b021 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems. Friedrich, Roman; Gröne, Florian; Koster, Alex; Le Merle, Matthew Tue, 13 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030375?gko=4463d Middle East banks' continued push to deliver new products and services is helping to build new business, but it is also taxing banks' already-stretched IT resources. To prevent bottlenecks in their pipeline of new offerings, regional banks should consider an offshore development center (ODC), which provides access to new labor markets and pools of skilled talent while allowing banks to maintain partial or full ownership of the IT enterprise. Habak, Charles; Shehadi, Ramez; Zakhour, Lutfi Mon, 12 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030375?gko=4463d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014033?gko=d50d0 If being an investor in the current economic climate is challenging, so is operating a wealth management firm. As grim as this picture is, wealth management firms should resist the temptation to batten down the hatches and wait for the storm to blow over. Each year, we pause to reflect on the critical issues the wealth management industry will face in the coming 12 months and how firms can position themselves to benefit. Rolander, John; Venkateswaran, Srini; Vincent, Gauthier Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014033?gko=d50d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014031?gko=1ebe0 Since the financial crisis, many in the retail banking industry have assumed or just hoped that revenue challenges would be a cyclical phenomenon. But is not the case; a structural, secular shift is under way; the industry is transitioning from a high-margin business to a lower-margin one. This time each year, we reflect on the critical issues the financial services industry will face in the coming 12 months and how retail financial service organizations can position themselves to drive value. Hyde, Paul; Jain, Ashish; Yulinsky, Corey Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014031?gko=1ebe0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49999531?gko=643f2 Switzerland's new withholding tax agreements with Germany and the UK will further accelerate its transition to "white money" (taxed money) private banking. This Leading Research analyzes the short- and long-term implications of these agreements on the Swiss private banking industry, and recommends actions that Swiss private banks can take in response. Ammann, Carlos; Diemers, Daniel; Kramer, Stefan; Lenzhofer, Andreas Wed, 30 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49999531?gko=643f2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 В предыдущих отчетах по исследованию цикла «Глобальные лидеры инноваций» (Global Innovation 1000) мы видели, что компании, ориентирующиеся на разработку самых передовых продуктов и услуг, можно отнести к одной из трех основных моделей стратегии развития инноваций: «выявление новых потребностей» (Need Seekers), «понимание рынка» (Market Readers), и «технологическое лидерство» (Tech Drivers). В этом году в нашем седьмом ежегодном отчете по проведенному исследованию 1000 крупнейших в мире компаний по инвестициям в исследования и разработки основное внимание уделяется взаимосвязи между тремя моделями стратегии, культурой и организацией и финансовыми результатами. Основной вывод состоит в том, что корпоративная культура принципиально важна для успешности инноваций, и ее воздействие на эффективность деятельности может быть измерено. Jaruzelski, Barry; Loehr, John Tue, 25 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world's 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization -- and their effect on companies' alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Jaruzelski, Barry; Loehr, John Mon, 24 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis. Pandit, Yogesh; Ripsam, Thomas Wed, 12 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49827495?gko=d0d48 In today's increasingly complex business environment, the role of the chief procurement officer (CPO) has evolved and expanded. This Perspective analyzes how the role is changing, traits required for success, and steps CPOs can take to transform the job and its impact on the organization. Singh, Rohit; Thelen, Bruce; Turner, Martha Thu, 06 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49827495?gko=d0d48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd Booz & Company and Buddy Media recently conducted a survey of North American marketers to learn more about how companies are embedding social media into their marketing organizations and activities. This Leading Research summarizes the results of that survey. Premo, Karen; Vollmer, Christopher Tue, 04 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49817941?gko=d62a5 This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations. Acker, Olaf; Blockus, Adrian; Gröne, Florian; Wheeler, Keith Thu, 29 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49817941?gko=d62a5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794336?gko=bbfee Financial services (FS) firms are in the middle of a challenging period. Real and lasting holistic change is essential--and it can be achieved by following a pathway called "Lean-led business transformation." This approach can reduce costs while also helping better meet customer demands, increase transparency for risk management, and create capacity for growth. Mavros, Kelley; Regelman, Roman; Kip, Pinar; Prevost, Janelle Mon, 26 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794336?gko=bbfee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It's here that the example of top-tier private equity (PE) firms can be illuminating and useful. In this Perspective we explore seven private equity lessons that public companies can apply or adapt. Couto, Vinay; Divakaran, Ashok; Hawkes, Harry; Caglar, Deniz Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704542?gko=d6ed7 : Self-service offers operational efficiencies, enables transformative business models, and enhances customer experiences. A strategic approach to self-service adoption and implementation requires an analysis of a company's core capabilities and its "way to play" in the market, industry trends, the proper mix of self-service and human interaction, and customer value propositions, as well as the development of six self-service capabilities. Chatterjee, Arindam; Pötscher, Florian; Alewine, Ralph; Swartz, Joshua Mon, 22 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704542?gko=d6ed7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49703713?gko=31c02 Developed markets are on the cusp of mass adoption of mobile commerce. Many companies now see m-commerce as a strategic priority but few will find themselves in a sustainable, value-accruing position. For most, the only way to win at scale is through collaboration in the form of as-yet-untried partnerships. Boyes, Edward; Knott, Michael; Miles, John Thu, 18 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49703713?gko=31c02 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 Leading companies are capturing scale from transactional activities and developing advantaged capabilities using marketing shared services--a coordinated, consistent, and collaborative approach to their marketing service delivery model. This Perspective outlines a four-step program that companies can apply to avoid pitfalls and adopt best practices as they adopt or expand their marketing shared services model. Kapoor, Namit; Landry, Edward; Ripsam, Thomas Tue, 02 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 To create successful partnerships, an IT project sourcing strategy should answer three critical questions: What is the desired target or result for the project? Who should the organization partner with to deliver results? How should a partner be selected? Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Ramamoorthy, Chandrasekar Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 This Perspective outlines the tools most likely to form the basis of an external innovation capability, and details the questions that Chief Innovation Officers will need to answer in order to develop a business plan that can be presented to the entire executive team. Le Merle, Matthew; Campbell, Jamie Thu, 28 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49606607?gko=9f27e Customer segmentation has become a critical capability for making sense of growing volumes of customer data to develop and drive successful go-to-market strategies. But a company will succeed only if its operating model is specifically designed to make use of segmentation results and insights. Yulinsky, Corey Mon, 11 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49606607?gko=9f27e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum. Karlsson, Per-Ola Thu, 07 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 Digitization is reaching an inflection point. Three powerful forces are driving the shift: consumer demand, the push for new technologies, and the prospect of even greater economic benefits. This Perspective provides guidance to CEOs and their man­agement teams about the relevance of digitization in their respective industries, and the factors most likely to accelerate or decelerate the digitization phenomenon. Friedrich, Roman; Koster, Alex; Le Merle, Matthew; Peterson, Michael Tue, 28 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49579461?gko=cbf32 Booz & Company sees significant opportunities for U.S. asset managers seeking to enter the liability-driven investing (LDI) space, which is growing steadily. There are a number of ways to play in this market. Asset managers will need to reconfigure existing functions and build new capabilities specifically to meet the needs of LDI mandates. Shah, Deneb; Redd, Tracie; Venkateswaran, Srini; Baek, Edgar Mon, 27 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49579461?gko=cbf32 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b The seemingly unending stream of data breaches could be avoided or mitigated with a rigorous approach and a proactive process for risk management. Such an approach can make all the difference when senior management is called to account in the aftermath of a crisis. Gazzini, Alessandro; Holt, Matthew Wed, 08 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. Bernnat, Rainer; Moujaes, Chadi N.; Najjar, Mazen Ramsay; Shediac, Richard Tue, 31 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49497289?gko=1dc14 Our Global Innovation 1000 study has identified three innovation strategies that are being adopted in Financial Services and other industries: need seekers, market readers, and technology drivers. Based on secondary research conducted for 16 financial services organizations, we have identified several critical enablers that need to be in place and aligned with the chosen innovation strategy. Additionally, a set of actions must be undertaken to initiate and sustain an innovation culture. Nair, Ramesh; Chatterjee, Arindam Wed, 18 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49497289?gko=1dc14 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 In the new era of the cloud--together with the expected explo­sion in connected devices and the dynamic applications optimized for them--information can be continu­ously fed to cloud-enabled "big data" and analytic engines, opening up the promise that all of marketing could migrate to a true real-time Internet marketing model. Very few chief marketing officers (CMOs) have thought through the capabilities they will need to drive these (mostly) new marketing activi­ties. And very few are ready to lead their organizations into this new world. Le Merle, Matthew; Minasian, Philip Wed, 27 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49436985?gko=7a797 There are major opportunities available to CEOs who can shake off the old view of IT as a utilitarian cost center and instead recognize it as a powerful tool that shapes their strategic agenda and underpins capability creation, driving more cost-efficient operations and higher revenue. CEOs need to act now or risk falling permanently behind aggressive adopters such as State Street and JPMorgan Chase. Mavros, Kelley; Nirmal, Suresh; Plansky, John; Regelman, Roman Tue, 26 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49436985?gko=7a797 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49415806?gko=944cf As contractors in the GCC face shifts in the type, complexity, and size of contracting projects, they must adapt their overall strategies and operating models to the demands of the new environment. Karlsson, Per-Ola; Majdalani, Fadi; Youssef, Ahmed; Zein, Chady Mon, 18 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49415806?gko=944cf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 Too often, the boards and leaders of large companies are unaware of the risks involved in black swan events, unnecessarily exposing their organizations, their shareholders, and themselves to grave consequences. The solution to this problem is disrupter analysis. Le Merle, Matthew Mon, 11 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353862?gko=71016 Payments are a major contributor to success for most banks, making up 65% of total revenue. Successful payments portfolio management requires relevant capabilities in analytics and insight generation, innovation, multichannel management, and performance management. Flamme, Mark; Sepulveda-Navarro, Javier; Venkateswaran, Srini; Lyman, Suzanne Tue, 05 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353862?gko=71016 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49284679?gko=c01dd The recent financial crisis has caused consumers to lose trust in their banking institutions. Only by embracing the coming digitization of the financial services sector can banks win back their customers and begin growing again. Bussmann, Johannes; Plenge, Stefan Fri, 18 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49284679?gko=c01dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee While the fundamental theory of team performance is perhaps well known, many teams fall short of their full potential because they fail to move from theory to execution, particularly when it comes to making critical decisions about when, where, and how to team. Katzenbach, Jon; Viriot, Aurelie; Vlak, August Wed, 16 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165639?gko=a127d Healthcare plans must recognize that they are at a historic crossroads and start to prepare for a radically different future in which no incumbent has a guaranteed right to win.Overall, the marching order for big incumbents will be to develop a coherent strategy that will make them nimbler and more relevant. The time to kick-start this strategy is now. Bailey, Curt; Irwin, Gil; Subramanian, Sundar Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165639?gko=a127d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49104137?gko=1aa96 Banks currently pay 80 percent of the bill to provide cash, and cashless payments are forcing up the cost per cash transaction. In response, there are three waves of cost reduction that banks around the world are taking to reduce their cash costs. Koss, Victor; Lavery, Greg; Lageweg, Christiaan; Struben, Marijn Tue, 22 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49104137?gko=1aa96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49077252?gko=deb87 Asset management is facing a challenging and turbulent period. In this unsettling landscape, two characteristics are critical for success in asset management firms: a clear business model, and a robust set of underlying capabilities that go well beyond having a strong investment management team. Shah, Deneb; Venkateswaran, Srini Thu, 10 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49077252?gko=deb87 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49087701?gko=42d68 The new capital and liquidity require­ments imposed by Basel III, coupled with the invest­ments needed to comply with the regulation, will significantly lower banks' return on equity (ROE). Even as banks study how the rules will impact various lines of business, they must take concrete steps immediately to comply with Basel III. Those that delay implementation will be perceived as less sophisticated and also riskier than those that embrace the changes early on. Gassmann, Peter; Wackerbeck, Philipp; Weber, Daniel Wed, 09 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49087701?gko=42d68 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023689?gko=06c2b Corporate banks will be positioning treasury services as a growth engine over the next few years, and are undertaking large-scale programs to transform their online treasury platforms. They are focused on providing a seamless client experience, unified administration, and integrated reporting. This Leading Research highlights changing client demands, the capabilities that banks will need to respond, and practical considerations for bank success. Dixon, Brodie; Nair, Ramesh Mon, 24 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023689?gko=06c2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023768?gko=37cc7 It is time for the retail banking industry to come to terms with Web 2.0 and take advantage of the many opportunities it offers. Success in the new Web 2.0 world will require a clearly defined strategy that includes involving the bank's customers in its marketing efforts, creating a carefully blended product portfolio with new segment-specific offerings, and investing in the Web 2.0 technologies needed to pull the entire effort together. Bussmann, Johannes; Hyde, Paul; Sandrock, Jörg Mon, 24 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023768?gko=37cc7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49013770?gko=4c1c7 To seize the $1 trillion opportunity in GCC private banking, banks will need to choose their cornerstones for growth, articulate sources of competitive differentiation, and select a distinctive strategic play. Vayanos, Peter; Diemers, Daniel Fri, 21 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49013770?gko=4c1c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 Social networking and other new technologies have given rise to the "social consumer." Navigating this new world requires a new way of approaching customer relationship management, commonly called social CRM. In addition to their traditional CRM tools and processes, companies must rethink their product, channel, and customer strategies in order to build an entirely new relationship with their customers through greater transparency. Acker, Olaf; Gröne, Florian; Yazbek, Rami; Akkad, Fares Tue, 21 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960324?gko=c5ec1 Given the many deeply troubled national economies and new legislation and regulations in capital requirements, liquidity management, consumer protection, and trading, it is now clear that there will not be a return to the pre-crisis standard for business-as-usual in the financial services sector. As a result, executive teams should be reconsidering their strategic agendas, including a risk and capital agenda, which is mainly about surviving in a new regulatory environment, and growth, capabilities, and operating model agendas, which are about thriving in a new environment characterized by low returns, increased competition and, in some markets, pressure to consolidate. Hyde, Paul; Regelman, Roman; Rolander, John; Vincent, Gauthier Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960324?gko=c5ec1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c In this interview, the authors of "The Essential Advantage" point out that in this unpredictable economy, traditional approaches to strategy are a luxury most companies cannot afford. Instead they need to follow a Capabilities-Driven Strategy, starting by conducting a clear-eyed assessment of what they as a firm already do exceptionally well, and then doubling down on those differentiating capabilities. Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. Leinwand, Paul; Mainardi, Cesare Thu, 02 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48872017?gko=80f1c As governments and businesses in MENA countries seek to reap the benefits of e-payments, how well they fare will depend on the extent to which they are able to spread the benefits to these diverse stakeholders, account for their specific needs, and actively involve them in the design and implementation of e-payments systems. Shehadi, Ramez; Zakhour, Lutfi; Habak, Charles Mon, 29 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48872017?gko=80f1c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 The structure and productivity of sales forces have turned into major concerns for many C-level executives. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. Dubey, Akshat; Kapoor, Namit; Ripsam, Thomas Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities. Clark, Andrew; Groves, Stuart; Nordahl, Hege; Waterlander, Otto Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48774434?gko=a7f45 Integrating two financial institutions has never been easy, and the current environment raises a host of new challenges that even experienced M&A hands must find ways to address. Enter Lean, a process for business transformation that could fundamentally change the way financial institutions run mergers. Adolph, Gerald; Mavros, Kelley; Plansky, John; Regelman, Roman Tue, 26 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48774434?gko=a7f45 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48741498?gko=c4cdf Risk appetite is considerably more than a sophisticated key performance indicator (KPI) system for risk management. It's the core instrument for better aligning overall corporate strategy, capital allocation, and risk. Regulators, rating agencies, and professional investors are aggressively pushing banks to advance their risk management practices. A comprehensive risk appetite framework is the cornerstone of a new risk management architecture. In Chinese. Hyde, Paul; Wackerbeck, Philipp Thu, 14 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48741498?gko=c4cdf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e Getting the most out of a business intelligence deployment means following a rigorous set of guiding principles, assigning clear roles and responsibilities, and managing change throughout an organization. It also means working closely with an ecosystem of partners, and getting the right metrics to the right people at the right time. Kurtzman, Kenny; Michaels, Adam Wed, 13 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48736043?gko=e8b3d Over the last decade, the state of private equity in the Middle East has gone from virtually nonexistent, to a booming prospect, to an industry facing a shakeout. PE firms will have five imperatives in the coming years if they are to attract capital and prove their worth. Vayanos, Peter; Youssef, Ahmed; Zein, Chady; Soueid, Raymond Sun, 10 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48736043?gko=e8b3d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48704468?gko=0266a Financial reform will fundamentally reshape the OTC derivatives market, creating opportunities for new and existing players. In the new, centrally cleared market, scale and automation will be key differentiators. Participants must quickly define their strategies, and invest in differentiated capabilities to capture a sustainable leadership position. Lyman, Charles; Plansky, John; Regelman, Roman; Vaed, Kunal Thu, 30 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48704468?gko=0266a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48527866?gko=cbd06 This leading research provides a perspective on "Lean" toolkits and the benefits of using "Lean" principles in financial services. Market trends are adding pressure on financial institutions to cut costs and grow simultaneously. A "Lean led" business transformation can help address these pressures by providing rapid improvement in cost structures, client service and risk. Mavros, Kelley; Plansky, John; Regelman, Roman; Solomon, Jamie Fri, 27 Aug 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48527866?gko=cbd06 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48467649?gko=d9702 The retail banking industry faces significant growth challenges. In this highly competitive and difficult environment, banks that earn the right to win will be those that make a clear choice about their "way to play" and then develop a distinct, coherent capabilities system that supports it. Girolami, Suzanne; Hyde, Paul; Jain, Ashish; Landau, Brian Fri, 06 Aug 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48467649?gko=d9702 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48435507?gko=6e444 Financial services firms must create successful risk cultures, with economic capital as the currency of risk. Economic capital systems facilitate the right discussions among senior leaders about risk appetite, risk tolerance, and financial leverage. Vincent, Gauthier; Gassmann, Peter Mon, 02 Aug 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48435507?gko=6e444 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48250443?gko=b1216 In April 2010, Booz & Company and INSEAD conducted a survey of private equity professionals in the Middle East to get their perspective on the opportunities and challenges facing their industry. This paper summarizes the results of that survey and provides an overview of private equity's development in the region in order to map out how the industry can progress from here. Various Authors Wed, 21 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48250443?gko=b1216 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48225820?gko=62824 Gaining control over claims can reduce an insurer's costs significantly. Among other actions, insurers should try to align their commercial practices with those of repairers or other providers, make better use of the vast amount of information at their disposal, and gain a better understanding of the risks and costs of claims in order to prioritize them accordingly, thus freeing up claims professionals to take on a more strategic role. Butler, Sarah; Francis, Paul Mon, 19 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48225820?gko=62824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48129927?gko=b1e24 After a difficult period during the credit collapse when retrenching was the most desirable strategy, financial services firms must focus again on growth. The key to growing again will often be to build a coherent and reinforcing system of differentiated capabilities--including people, knowledge, tools, and processes--throughout the value chain. The experiences of the private banking unit within a large global financial services firm illustrate well the systematic effort required to succeed with a capabilities-driven strategy. Vincent, Gauthier Wed, 09 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48129927?gko=b1e24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48123399?gko=ae913 Small business customers are among the most profitable segments for most banks. Relatively few small business customers are extremely satisfied with their bank, yet banks believe they have made improvements in serving small business customers. That disconnect is creating growth opportunities for banks as customers look to switch. Capturing the growth opportunity requires deep understanding of target segments, channel choices, and products and services. Favaro, Ken; Hyde, Paul; Jain, Ashish; Bloustein, Samuel Mon, 07 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48123399?gko=ae913 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47990659?gko=10296 The credit crisis has exposed a number of shortcomings and vulnerabilities in the financial services industry. One involves the long-neglected idea that the right side of the balance sheet matters. For a number of years, many financial services firms ignored the importance of right-side strategies, including funding and capital strategies, but in truth they are absolutely critical to the long-term success of a financial franchise. In fact, they are as important as left-side, asset growth strategies. Vincent, Gauthier Thu, 20 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47990659?gko=10296 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987745?gko=cff12 The wealth management industry is undergoing a number of changes, from new client behaviors and shifts in sources of profitability to new sales formats and emerging business models. Wealth management firms can take advantage of these changes. To capture continued growth prospects, they will need to: focus on client experience; revisit market segmentation and refine their customer value proposition by segment; and upgrade or build new capabilities (e.g., product solutions, advice, client knowledge management) to deliver customer value. Graniello, Sofia; Lyman, Charles; Rolander, John; Vincent, Gauthier Wed, 19 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987745?gko=cff12 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891703?gko=67476 It's time for capital markets firms to rework their operating models in a new way, with an approach that increases capacity and customer service at the same time that it reduces costs. The best way to do this is through an end-to-end operating model redesign. An end-to-end redesign has the best chance of maximizing results when it simultaneously draws on three tradi­tional operational levers: functional­ization of selected activities in centers of excellence, process and IT improve­ments, and activity relocation. Ellis, Scott; Plansky, John; Regelman, Roman; Silva, Henrique Wed, 21 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891703?gko=67476 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891702?gko=10ceb Current trends across market segments point to a difficult low-growth environment for banks, which must respond by reducing branch-based costs and reinvesting in alternative low-cost channels. Previous attempts to develop a coherent multichannel model proved unsuccessful. Customers are now ready to adopt multichannel access points to transact with banks but they must be educated about alternative channel capabilities. Banks need to adopt an integrated channel architecture and specific capabilities to support the mission of each channel. Hyde, Paul; Jain, Ashish; Kanagasabai, Kumaresan; Sepulveda-Navarro, Javier Wed, 21 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891702?gko=10ceb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47804941?gko=f9d64 The Chinese government's State Council has announced a clear goal for Shanghai to become an international financial center by 2020. That said, no one, including the Chinese government, can yet predict what this financial center will look like and how it will go about its business. Much will depend on the nature of China's economy--and its place in the global economy--10 years from now. In addition, the evolution of financial centers, post-recession, and the extent of the internationalization of the renminbi will play a critical role in Shanghai's development. All of these factors will define the ways in which the financial center in Shanghai can truly be termed "international" and whether it is ultimately respected around the world. Cainey, Andrew Thu, 25 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47804941?gko=f9d64 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47760391?gko=95460 Private banks have spent the last 18 months dealing with one of the most difficult periods in modern financial history. A "perfect storm" of asset-price declines and the near or actual collapse of some of the best-known wealth management firms has altered the behavior of clients, prompting them to move into less risky financial instruments that are much less profitable for the banks. All of this has pushed revenue levels 25 to 30 percent below where they were before the crisis. As an added challenge, governments are cracking down on their wealthy citizens' untaxed offshore accounts, forcing many private banks to find new value propositions. This Leading Research--based on in-depth interviews with more than 140 bankers, advisors, and regulators in 15 markets around the world--provides a snapshot of the private banking industry's evolving state, and highlights five new imperatives. Ammann, Carlos; Gemes, Alan; Lenzhofer, Andreas Fri, 19 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47760391?gko=95460 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47681203?gko=a4ed0 Financial institutions can expect to compete in a difficult, low growth environment for the foreseeable future. Building wallet share with existing customers will be a major driver of growth. For many, winning in this environment will require moving from a transactional to consultative relationship model. At the core of the issue, financial institutions need to clarify how segments, products and channels interact to deliver the experience. Hyde, Paul; Jain, Ashish; Kanagasabai, Kumaresan; Ribeiro, Frank Mon, 22 Feb 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47681203?gko=a4ed0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47402713?gko=71050 GCC pensions must be reformed to eliminate their overemphasis on social welfare, which is at odds with the region's movement away from a pure welfare state model toward one that relies on steady diversification of the economy and growth of the private sector. Bohsali, Samer; Shediac, Richard Tue, 22 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47402713?gko=71050 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236324?gko=d7efe In the post-crisis environment, the fundamental function of capital markets firms remains--to connect the owners of capital with the users of capital. But the crisis has created broad doubt as to whether the global financial system is up to this task. Companies that quickly establish their ability to manage risk at the product, client, counterparty, and firm level will be rewarded with growth opportunities from their clients and shareholders. McKeon, Mike; Plansky, John; Regelman, Roman; Rolander, John Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236324?gko=d7efe http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236323?gko=464db As the worst of the financial crisis abates, in the short term some banks will have a chance to snap up rivals and consolidate positions. Long term, banks must surgically identify and capture growth opportunities--wallet share growth chief among them. This end-of-year letter to retail bank clients describes strategies for doing so. Gupta, Amit; Hyde, Paul; Jain, Ashish Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236323?gko=464db http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48017173?gko=6cc76 The insurance sector in the Middle East needs to address a number of challenges to sustain the growth of insurance in the region and bring the region in line with developed insurance markets in other parts of the world. Vayanos, Peter; Kastoun, Roger Mon, 16 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48017173?gko=6cc76 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177108?gko=93eec The global financial crisis has created a window of opportunity for China's insurance companies to grow and strengthen. By so doing, they will increase barriers to entry for newer participants. Customer segmentation and targeting will be the key to selling to the corporate sector. Chinese insurers also need to acquire the core capabilities to become skilled managers across the range of asset classes currently permitted by investment regulations. Those Chinese companies with overseas aspirations are advised to prepare themselves to move rapidly if unique overseas franchises become available. In terms of strategy, new entrants will have to set out a clear path to building a distinctive position, whether by customer segment, channel, or product. They need to identify key regions where they can start building a credible organization and distribution presence. Cainey, Andrew; Brennand, Giles; Ke, Tao Fri, 06 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177108?gko=93eec http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46799682?gko=be686 Risk appetite is considerably more than a sophisticated key performance indicator (KPI) system for risk management. It's the core instrument for better aligning overall corporate strategy, capital allocation, and risk. Regulators, rating agencies, and professional investors are aggressively pushing banks to advance their risk management practices. A comprehensive risk appetite framework is the cornerstone of a new risk management architecture. Hyde, Paul; Liebert, Thorsten; Wackerbeck, Philipp Wed, 30 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46799682?gko=be686 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46703273?gko=6fc47 For all the chaos in the global banking sector since mid-2007, the purpose of banking, the needs of customers, and the core capabilities that drive the strategies of the most successful banks have endured. What has changed is the environment in which banks operate and compete. If banks hope to survive and prosper, their leaders can neither conduct business as usual nor adopt temporary fixes and half-measures. They must respond at a more fundamental level, bolstering--and where needed creating--the essential organizational capabilities for the post-crisis era. This Perspective is designed to guide bank leaders as they ready their institutions for the challenges and opportunities ahead. Herrick, Andrew; Wallace, Vanessa Fri, 18 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46703273?gko=6fc47 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46617294?gko=abe69 The financial crisis revealed the need for legislative and regulatory change in the oversight of financial institutions on both the international and national levels. Policymakers will need to consider four aspects of the future governance framework, encompassing the measures needed to restore stability, the specific role of regulation, the changes that must take place in the industry itself, and the potential impact on the overall structure of the global financial services sector. Gemes, Alan; Golder, Peter; Liebert, Thorsten Wed, 09 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46617294?gko=abe69 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946254?gko=a0a87 To determine how much value Enterprise Architecture can contribute to the business, Booz & Company recently surveyed executives across a mix of financial services and government organisations. The results are revealing. Respondents across the board viewed EA as a key capability for building long-term business value, and are making significant investments in it. EA maturity levels vary greatly and the amount of value captured through EA was clearly linked to EA maturity level. Companies looking to improve their EA maturity must work to develop their capabilities in five critical areas: strategic alignment, staff competency, performance measurement, organisational structure, and formal EA processes. Burns, Peter; Neutens, Michael; Newman, Daniel; Power, Tim Tue, 23 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946254?gko=a0a87 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 Along with the rest of the country and the world, the San Francisco Bay Area is struggling through a steep economic decline, although Bay Area companies are faring considerably better than most. The Bay Area Council Economic Institute (BACEI) and Booz & Company recently partnered to survey leading companies in this important region to understand both their strategies for addressing immediate concerns and for long-term recovery. Our findings reveal the Bay Area has plenty of reason for optimism, and it will likely retain its privileged position and emerge from the downturn strong and positioned for continued growth. Clausen, Kim Bruun; Cuellar, Max; Nallicheri, Melanie I. Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45884281?gko=599dc The global economic downturn and sharp decline in oil prices are putting pressure on Gulf Cooperation Council (GCC) governments' budgets and threatening to restrict regional infrastructure development. Given the region's rapidly growing population and economic growth, however, GCC countries cannot afford to put off investment in their infrastructure. Governments, banks, and other private stakeholders must collaborate to prioritize sector investment and provide or attract financing to enable infrastructure development to continue. Majdalani, Fadi; Fayad, Walid; El Sayed, Tarek; Borgogna, Alessandro Tue, 16 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45884281?gko=599dc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45844569?gko=80feb Virtually every credit card issuer, global or local, practices benchmarking. By taking a multidimensional approach to benchmarking--one that combines the quantitative, the qualitative, and the market context--issuers can generate greater insights from their benchmarking efforts. Not only can they then accurately assess their own performance relative to that of their competitors, but they can also start to understand the underlying reasons for performance gaps and move beyond target setting to design change initiatives that close those gaps and improve their competitive positioning. Baldry, David; Koss, Victor; Wyatt, David Tue, 02 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45844569?gko=80feb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45804612?gko=20fb3 Performance management in the U.K., as elsewhere, is central to the debate about banks' problems and their future. Banks have now made radical changes in their strategies, and they will depend on performance management to translate their changed objectives into action. The performance management cycle, as described in this Perspective, does this by broadly influencing organizational behavior and performance, not just compensation. A good performance management process also includes and promotes constructive dialogue, focusing on business as well as individual performance. The banks will benefit from the improvement to behavior and culture that a well-designed performance management process will deliver. Rawlinson, Richard Tue, 19 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45804612?gko=20fb3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45712500?gko=828cf Kuwaiti investment companies have been disproportionately hurt by the downturn in global markets, mainly because of a highly fragmented portfolio and a strong reliance on financing in instances where their cash flow is limited. This has left them vulnerable as lenders have retreated and restricted access to new debt. To recover, investment companies have to adapt to these conditions and make significant changes--both in their portfolios and in their approaches to financing. Vayanos, Peter; Youssef, Ahmed Tue, 12 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45712500?gko=828cf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44516447?gko=8501f With their vastly increasing wealth and new investment strategies, the sovereign wealth funds (SWFs) of the Gulf Cooperation Council (GCC) countries are coming of age. Once defined by their very conservative investments, these funds are broadening their investment portfolios and focusing on achieving far higher returns. This new, more proactive investment stance further integrates the GCC's economies into the world's economy--spurring increased migration, use of technology, direct foreign investment, and trade and capital flows. SWFs will likely be a tremendous source of wealth creation for the GCC nations for many years to come. The wealth they generate through high-return investments will even be able to compete with the revenue generated from oil. Samman, Hatem; Shediac, Richard Mon, 16 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44516447?gko=8501f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44186273?gko=bbd06 While no part of the financial services industry has escaped the crisis unscathed, securities processors have been hurt less than others. Their business of completing trades, providing custodial services, and performing other back-office functions has held up relatively well at a time when investment managers as a whole are wrestling with credibility issues, are having difficulty holding onto customers, and are realizing they won't be able to charge customers as much as they once did. Indeed, investment managers need securities processors to help them keep their costs under control and to handle a spectrum of services that sit apart from the core management job of deciding what to do with clients' money. The fact that investment managers are increasingly looking for help means securities processors shouldn't just be retrenching during this crisis. Instead, they should be improving their offerings in three ways: reengineering processes, automating services, and optimizing the use of their global facilities. Ellis, Scott; McKeon, Mike; Plansky, John; Regelman, Roman Mon, 16 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44186273?gko=bbd06 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125012?gko=e34c3 The current crisis has shaken society's underlying trust in the financial system and has changed the banking landscape dramatically. Increasing complexity of products, lack of transparency, and pressure to submit positive quarter-on-quarter reports led banks to take unprecedented risks. In addition, performance management systems did not always align rewards with long-term value creation.Shareholders now expect banks to create long-term value and ensure market stability, rather than generate quick returns. This Perspectives outlines seven steps that banks must take to emerge from the downturn more resilient and able to respond to future crises. Aggarwal, Rajeev; Gemes, Alan; Azad, Sid Wed, 11 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125012?gko=e34c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44149088?gko=cd540 Life insurers' exposure to global equity markets, commercial property, and corporate bonds--asset classes that have suffered heavy falls this year--has had a severe impact on balance sheets. There are other pressures too: Changes to the capital gains tax regime and increased competition from cash deposits could also affect the bottom line. Some insurers will have to raise fresh capital, while smaller and weaker players will almost certainly face the threat of takeover. Azad, Sid; Gemes, Alan; Konik, Fabienne Wed, 11 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44149088?gko=cd540 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125514?gko=19ad3 Capital market upheaval is producing the most significant structural changes in decades and creating historic opportunities for financial services institutions--to launch mergers with and acquisitions of competitors, and to acquire the portfolio of assets held by individual divisions of their rivals. Financial sector executives may have many years of experience in M&As, but they need new discipline and processes in this environment of unprecedented market volatility, consolidation, and capital flow. In particular, they must guard against surprises on the balance sheets of the firms being acquired, and they must take new steps to assure clients and employees that stability and reliability will be maintained. Most of all, they must have a step-by-step plan to make sure that the early stages of integration are so carefully plotted and closely watched that the odds of the acquisition being a sustainable success increase significantly. Adolph, Gerald; Gemes, Alan; de Souza, Ivan; Marchi, Roberto Mon, 09 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125514?gko=19ad3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43869284?gko=09b6d It has never been more critical for banks to focus on increasing both revenues and earnings. Most banks, however, have yet to take full advantage of the profit potential of their customer service centers. They have attempted to train existing service-center staff to sell products, but the workforce at the typical customer service center is simply not structured to drive real incremental revenue. Banks can and must do a better job of molding their customer service employees into an effective revenue-generating sales force. That means rethinking the entire customer service center operating model in order to transform it into a comprehensive service-to-sales operation. Bessler, Joni; O'Keefe, Daniel; Post, Laird Thu, 22 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43869284?gko=09b6d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825152?gko=5a2d2 2008 was a difficult year for U.S. insurers, with catastrophe losses exceeding those of 2006 and 2007 combined, and inflation lifting claims costs. The insurers that manage to succeed in this increasingly challenging environment will be those that get back to basics, focusing on risk selection and pricing, slashing costs in claims and other functions, improving effectiveness in distribution, and carefully managing capital. They will also make better use of new technologies to leverage the power of information and analytics. Dixon, Brodie; Jain, Ashish; Rao, Giridhar; Ganguli, Rana Thu, 15 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825152?gko=5a2d2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825146?gko=ca2ff Credit market instability, lack of liquidity, distressed balance sheets, and government intervention in the financial services industry are likely to be with us for some time--and this somewhat chaotic business environment will prolong the current round of bank consolidations. These banking acquisitions, which have already produced surprising bedfellows, will result in any number of winners and losers. The winners will have something unsurprising in common: They will deprioritize short-term operational cost-cutting, hang on to value relentlessly, and build a sustainable operation via new operating models. Dixon, Brodie; McMahon, Seamus; Bodziak, Andrew Thu, 15 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825146?gko=ca2ff http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470935?gko=8d66e Banks have become overly complicated. Many financial institutions have grown rapidly through acquisition without fully integrating their new products, processes, and systems. This has led to complicated matrix organizations, as well as broad and sophisticated product offerings that are serviced by an array of incompatible IT systems. This complexity has resulted in varying levels of customer service and inefficiency. In addition, complexity has undermined cost-cutting efforts centered around consolidation, outsourcing, offshoring, and rationalizing suppliers. End-to-end simplification and a focus on activities that add value can help banks cut costs, enhance customer service, and improve customer retention. Fletcher, Louise; Gemes, Alan; Aggarwal, Rajeev Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470935?gko=8d66e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410539?gko=22435 Financial-services organizations have traditionally viewed call centers as a means to cut costs or improve customer satisfaction. However, this channel has failed to deliver on both of these missions. In an environment of falling revenues and profits, banks are now looking to redefine the mission for call centers. Some are looking to reduce this channel's costs by moving more transactions to self-service options; others are aiming to make it a profit center that drives sales growth; a number of banks are doing both. Either approach requires a deep understanding of customer needs and a strategy that is focused on meeting them. Gupta, Amit; Jain, Ashish; Kanagasabai, Kumaresan; McMahon, Seamus Mon, 22 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410539?gko=22435 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410483?gko=51cb8 U.S. credit card companies were already facing some fundamental challenges before the worldwide liquidity crisis began. Now, with the U.S. economy in a recession, these companies are being forced to consider changes to their operating models. Reactions that were common in past downturns--such as cutting overhead or eliminating some suppliers--will not suffice. Instead, these companies and the banks that own them must reduce excess capacity across functions, create shared capabilities with other card issuers, and provide third-party services. Gupta, Amit; McMahon, Seamus; Urdaneta, Enairo Fri, 19 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410483?gko=51cb8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44472851?gko=09b8d General insurers, with the exception of AIG, have made it through the global financial and economic crises unscathed--so far. But no one should be complacent: The credit crunch and resulting bank failures have created new worries, with regulators demanding higher levels of capital. And in light of the recession, there is a danger that some consumers will begin to regard insurance policies as discretionary purchases. To compound the difficulties, volatile markets mean insurers cannot rely on investment returns to keep their businesses in the black. Insurers that manage to succeed in this increasingly challenging environment will be those that get back to basics: focusing on risk selection and pricing, slashing costs in claims and other functions, improving effectiveness in distribution, and carefully managing capital. They will also make better use of new technologies to leverage the power of information and analytics. Hanif, Tanvir; Jain, Ashish; Butler, Sarah Wed, 10 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44472851?gko=09b8d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43213873?gko=3826e Some companies tackle IT talent shortages by recruiting aggressively. But recruitment alone is not the answer: To address these issues, Booz & Company has developed a framework that can identify shortfalls in IT skills and capability targets based on the overall business strategy. This framework also provides a road map for improving IT teams' efficiency, value, and return on investment. Bussmann, Johannes; Fletcher, Louise; Korwin-Szymanowska, Christine; Wyatt, David Wed, 03 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43213873?gko=3826e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43134849?gko=ee946 Financial institutions are facing an unprecedented set of pressures, brought about by the recent upheaval in global markets. Those pressures have, in turn, created a new set of imperatives for IT departments in addition to their current priorities. To manage this balancing act, IT will need take a strong and distinct leadership role. Desai, Mehul; Gupta, Amit; Plansky, John Wed, 19 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43134849?gko=ee946 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 On paper, running a marketing department sounds like a dream job. Marketers have tremendous opportunities in a new digital world of constant change, as well as a portfolio of instruments and tools that have never been richer or more precise. With a more strategic approach and greater accountability, marketing can drive business in a way that was not possible before. And yet, the job is more challenging than ever before. This excerpt from a speech at the 2008 CMO of the Year award ceremony examines the stumbling blocks and opportunities. Harter, Gregor Wed, 12 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 As the Brazilian economy grows and becomes more complex, the mechanisms that represent shareholders and debt holders must become more sophisticated. Each company must take a tailored approach to corporate governance that suits its needs and ensures lasting change and the long-term sustainability of the enterprise. Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826630?gko=6759a Banks of all sizes are struggling to sustainably reduce costs while maintaining their ability to grow. There are a number of pitfalls in cost-cutting initiatives, from paralyzing indecision to undue haste. To overcome these challenges, banks need to define a programmatic approach, choose the right team, and properly engage the organization. This Perspective paper addresses the best way to do so and looks at the organizational strategies that can make sure costs stay cut. Dixon, Brodie; Hyde, Paul; Sinha, Jai Thu, 23 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826630?gko=6759a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42817478?gko=cdfaf A joint study between Booz & Company and Robeco Group provides insight into the current market for responsible investing and its potential. The authors expect responsible investing to become mainstream within asset management by 2015, reaching between 15 and 20 percent of total global assets under management and achieving total revenue of approximately $US53 billion. Liebert, Thorsten; Teschner, Charles Wed, 22 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42817478?gko=cdfaf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42794319?gko=3253a The market for Islamic banking has grown rapidly over the past few years, and this robust growth is expected to continue for the foreseeable future. In many markets, Islamic banking has evolved from being a niche offering into being part of the mainstream financial services landscape. At the same time, the competitive landscape is being redrawn, with more Islamic financial services institutions in the marketplace than ever before. Incumbent banks and new market entrants are facing vastly different market conditions and need to develop new sources of differentiation beyond compliance with sharia (Islamic law) to compete or remain successful in the future. Golder, Peter; Haimari, George; Vayanos, Peter; Wackerbeck, Philipp Mon, 20 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42794319?gko=3253a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42753543?gko=fa579 Many financial institutions have had horrific losses in 2007 and 2008. At a small number of banks, a focus on basics actually prevented many losses. In particular, they benefited from a strong risk culture combined with a sharp focus on three effective lines of defense: top management and the front office, the risk management function, and audit. These lines of defense, staffed with capable individuals imbued with a strong sense of risk awareness, are at the heart of effective risk management. Golder, Peter; Liebert, Thorsten; Teschner, Charles Fri, 17 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42753543?gko=fa579 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42616212?gko=d2daf Russia's financial sector is rife with risks: regulatory, political, economic, financial, and operational. For foreign banks that are able to navigate these risks, however, Russia represents a significant opportunity. Indeed, the opportunity may be greatest for foreign players that establish their footholds now, while the sector's uncertainty is at its height. Hanif, Tanvir; Leistner, Steffen; Liebert, Thorsten; Regelman, Roman Thu, 09 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42616212?gko=d2daf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42447301?gko=ca75c Several global trends are heightening the importance of providing effective financing to rural economies: high prices for grain and rice prices, increased demand for food production, growing demand for biofuels. But these demands are coming at a time when investment in agricultural productivity has declined. Banks that can effectively finance a new agricultural revolution will discover significant competitive advantage. Cainey, Andrew; Hagens, Robert-Jan Thu, 25 Sep 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42447301?gko=ca75c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42234982?gko=b0fdd It's no secret why financial-service firms are scrambling for a position in the over-the-counter (OTC) derivatives market. The use of these complex instruments is surging as institutional investors turn to them to hedge, speculate, or gain leverage. But where there's growth there are usually growing pains. This article lays out the challenges and opportunities for the financial institutions that are deciding how to react to the growth of this market. Lyman, Charles; Plansky, John; Regelman, Roman Sat, 30 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42234982?gko=b0fdd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42234984?gko=38de0 In financial services, complexity has increased in tandem with an emphasis on cost control. As a result, one issue has become increasingly important: how to measure and value performance in operations across the front, middle, and back offices. This article outlines how forward-thinking firms use a balanced set of measures focusing on both value and cost to understand and improve performance. Hyde, Paul; Kanagasabai, Kumaresan; Regelman, Roman Sat, 30 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42234984?gko=38de0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45814715?gko=833a2 Major card markets have experienced similar levels of growth and development over the past 10 years and are now experiencing some common challenges with regards to future volume and profit growth prospects. Gemes, Alan; Koss, Victor Fri, 01 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45814715?gko=833a2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a Successful Chinese companies have prospered to date through sheer scale, force, and structural position--in other words, through their "hard power." This hard power will continue to be important, but it will not be enough on its own to ensure success. Chinese companies will also need to develop "soft power." Cainey, Andrew; Tse, Edward Tue, 01 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902012?gko=a769a Financial services firms can lower costs and reduce their risk exposure by better managing their software assets. McKeon, Mike; Plansky, John; Yeo, David Tue, 24 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902012?gko=a769a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 This Perspective addresses the challenges of organizational design and proposes a new approach to organizing senior management around the Global Core. It presents four models for this new view of senior management, drawn from our own consulting experience and the firm's study of hundreds of other corporations. These models of the Global Core are pertinent to a variety of organizations ranging from highly diversified financial holding companies to more industry-specific companies where operational involvement by senior management does succeed in creating value. Couto, Vinay; Karlsson, Per-Ola; Neilson, Gary Mon, 23 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c Organizational success hinges on effective execution, and effective execution is a matter of ability and agility. New research from Booz & Company shows that there are two key levers to pull in building an able, agile organization. Fernandes, Lauren; Neilson, Gary Thu, 19 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 A new study from Booz & Company shows that there is a better way to sustainably execute change. Hannegan, Christopher; Harshak, Ashley; Rawlinson, Richard; Suarez, David Tue, 17 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42251328?gko=71e50 Shifts in demographic markets will impact the insurance industry within German speaking countries. Immediate repositioning is required, especially with increased competition among the 55+ demographic market. This report presents strategies for insurance companies to successfully manage the demographic challenges and gain sustainable competitive advantage. Zink, Wolfgang; Habbel, Rolf; Dittrich, Katharina Sun, 01 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42251328?gko=71e50 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902088?gko=78870 Understanding the lessons from the U.S. subprime crisis can support the continued development of the Chinese economy. In doing so, financial institutions and regulators can better meet the financing needs of Chinese individuals and companies. Cainey, Andrew Thu, 01 May 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902088?gko=78870 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901866?gko=af320 Booz & Company outlines seven steps that health plans can take to ensure that a genuine administrative cost transformation takes root. Bailey, Curt; Knott, David; Nallicheri, Narayan Thu, 17 Apr 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901866?gko=af320 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901864?gko=f5d77 Survey focuses on management strategies for financial services, including an emerging model of efficiency enhancement and cost reduction known as process utilities. Cade, Scott; Hoying, Tim; Jain, Ashish Tue, 25 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901864?gko=f5d77 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b In an average city on an average day, the average citizen runs into some 5,000 marketing messages. Gröne, Florian; Hölbling, Klaus; Acker, Olaf Mon, 17 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 In this s+b column, the authors postulate a framework for deciding if a brand that has lost its currency should be retired and replaced or whether it has life left. Jullens, John; Bahadur, Nikhil Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b Railroad companies, both public and private, are reinventing themselves as customer-conscious businesses. Tipping, Andrew; Zubrod, Justin Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901750?gko=58122 The authors propose a framework for driving down IT costs in financial services while simultaneously increasing IT's value to the business. Gupta, Amit; Plansky, John; Regelman, Roman Tue, 12 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901750?gko=58122 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901814?gko=d6ba7 One key finding of a Booz & Company study of retail banking best practices shows that top-performing banks around the world are tailoring their services across all channels to adapt to the preferences of the small, but increasingly influential, mass affluent segment. Gemes, Alan; Moss, Caroline; Konik, Fabienne Tue, 15 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901814?gko=d6ba7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e Harvard Business School professor Joseph L. Bower believes that only home-grown leaders have the sense of history and respect for culture to bring companies through major transitions. But not every insider is up to the job. Wheeler, Steven Tue, 11 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b This comprehensive look at leadership shows how CEOs and their teams can create the kind of company in which executives can thrive. Wheeler, Steven Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f This year, the study of world's 1,000 largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way. Jaruzelski, Barry; Dehoff, Kevin Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d Acquiring and integrating companies is a risky business anywhere in the world, with a 50 percent success rate at best. In Asia, buying companies can be even trickier than elsewhere. Cainey, Andrew; Tse, Edward Fri, 09 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 CMOs need to pay more attention to marketing sourcing while increasing transparency into the marketing ROI. Bahadur, Nikhil; Houston, Patrick; Mueller, Curt; Turner, Martha Mon, 05 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902112?gko=fb65c Despite technological advances over the past ten years, paper-based tickets are still reality in public transport outside the airline world. Regardless of potential benefits for public transport operators and missed opportunities for customer service improvements, eTicketing has not yet been able to live up to its expectations. But now, with the next generation of eTicketing, a break-through is near that will take customer convenience to the next level. Kreft, Christian; Schneiderbauer, Dieter; Stroh, Stefan Thu, 01 Nov 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902112?gko=fb65c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c This study, the first cross-industry partnership of its kind, asked more than 250 marketers to participated in surveys, interviews, or both. Together, they identified the ways in which the complex media environment is reshaping the marketing ecosystem. Vollmer, Christopher; Landry, Edward Thu, 11 Oct 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e Many consumer packaged goods (CPG) manufacturers are so focused on generating additional volume that the overall efficiency of their trade spend investment is low. Alexander, Trey; VanDelden, Hans Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 Ten critical factors -- from setting aggressive targets to balancing the need for new capabilities with the need to cut costs -- that can prevent common mistakes in major change programs. McGrath, Jack; Neilson, Gary Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901810?gko=2f3e4 Chief marketing officers are moving beyond their roles as deliverers of marketing services and representatives of the customer to the company to take a serious role in company strategy. Tipping, Andrew; Landry, Edward; Harter, Gregor Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901810?gko=2f3e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e Companies facing the prospect of radical change often succeed in engineering the business aspect of the change, but fall short in genuinely engaging key stakeholders in understanding and embracing the change. Aguirre, DeAnne; Hannegan, Christopher; Neilson, Gary Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 Taking the Smart Center approach may be the single biggest step that companies can take to improve service as well as control overall costs in their call centers. Kohler, Philip; Sanderson, Muir; Smith, Fiona Tue, 14 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 Executives of public companies can create the same level of shareholder value as private-equity players. Pettit, Justin Thu, 05 Jul 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901780?gko=fd241 A new Booz & Company study reveals that the majority of banks are failing to fully meet customer needs and maximize sales channel performance. Gemes, Alan; Konik, Fabienne; Moss, Caroline Wed, 13 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901780?gko=fd241 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030075?gko=7a24e As more Chinese travelers leave the mainland to explore the world, the travel industry must figure out what these consumers really want. Haddock, Ronald; Ma, Kevin; Tse, Edward Fri, 01 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030075?gko=7a24e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901916?gko=09acf Leaders in financial services are taking a more holistic look at their overall cost structures to make significant, sustainable improvements to their profitability. Cade, Scott; Hagens, Robert-Jan; Moss, Caroline; Sanderson, Muir Wed, 23 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901916?gko=09acf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f Before moving to cash in on businesses you think will be attractive, it is worth taking a hard look at the process of divestiture. Whether it's an outright sale or even a spin off to shareholders, in today's business environment splitting off pieces of a business is much harder than it appears. It can have an impact on not only the divested entity, but the seller itself. Adolph, Gerald; Neely, J Tue, 01 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 For years, the prevailing wisdom has dictated a lean, mean corporate core. There's nothing wrong with this logic, but the implied premise that "bigger means bloated" is faulty. Couto, Vinay; Neilson, Gary Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 Traditional cost-cutting programs only address an organization's structure and overlook the other aspects of Org DNA that affect costs: decision rights, information flows, and motivators. Ericksen, Matthew; Powers, Elizabeth; Ribeiro, Frank Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030078?gko=c2a4a The issue of changing demographics affects all industrialised countries, though the problem may manifest itself in different ways. How we solve the problem of our ageing population is clearly a matter not just for individuals and employers, but for society as a whole. Turnbull, Andrew Thu, 01 Mar 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030078?gko=c2a4a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a Facing intense competition -- especially in manufacturing, where productive overcapacity has relentlessly driven down the prices of many goods -- Chinese companies are acknowledging that they will have to do things differently. Tse, Edward Wed, 14 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901914?gko=06adc The next few years will be challenging for mortgage originators in the U.S., and successful players will be those that fundamentally rethink their cost structures, going above and beyond traditional across-the-board cost cutting. Bessler, Joni; Hyde, Paul Tue, 02 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901914?gko=06adc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901746?gko=91782 By designing, building, and deploying a marketing ROI capability, financial services companies can increase marketing effectiveness by 15 to 25 percent, resulting in significant bottom-line savings. Bessler, Joni; Notaney, Ashok; Treppo, Steven Mon, 01 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901746?gko=91782 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901816?gko=fd633 This white paper offers solutions to the problem of financial services lagging behind other industries in developing cutting-edge products and services. Kandybin, Alexander; McKeon, Mike Fri, 22 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901816?gko=fd633 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 With the right plan and effective execution, offshoring can be a critical step toward the creation of an integrated regional service network. Cainey, Andrew; Haddock, Ronald Mon, 18 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 Once again, Booz Allen's annual study of the world's 1,000 largest corporate R&D budgets shows that high investment can't buy success. Jaruzelski, Barry; Dehoff, Kevin Fri, 01 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972588?gko=9f3a9 Outsourcing is reaching a new level of maturity in the insurance industry. It has evolved from a cost-cutting measure to a lever for strategic growth, offering access to a critical mass of resources and talent. Consequently, the industry has taken steps to maximize its investment in outsourcing and offshoring by examining which functions to outsource, how many and what kinds of vendors to use, and how to manage vendors more strategically. Couto, Vinay; Irwin, Gil; Kellner, Karl Wed, 01 Nov 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972588?gko=9f3a9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901788?gko=99077 This paper summarizes the results of a study conducted jointly with Duke University's Fuqua School of Business, which revealed that offshoring has evolved from a tactical cost-saving exercise to a strategic imperative in competing for talent. Couto, Vinay; Mani, Mahadeva Tue, 31 Oct 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901788?gko=99077 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42862662?gko=05dac Insurance in the Middle East and North Africa (MENA) region has traditionally lagged in growth and development relative to other elements of the region's financial services sector. This paper outlines a set of policy recommendations to promote the growth and competitiveness of the insurance sector in the MENA region, including changes to legal frameworks, regulatory bodies, the nature of competition, skills and training, and market-led initiatives. Vayanos, Peter Tue, 24 Oct 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42862662?gko=05dac http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901776?gko=7bbc0 Despite decreased trading commissions and regulatory pressures, sell-side firms will remain the dominant provider of equity research to buy-side firms and will thus need to weather the current environment. Sinha, Jai Thu, 22 Jun 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901776?gko=7bbc0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902050?gko=54eb5 Based on a team effort between Service Operations and Financial Services, this Viewpoint suggests that Sales and Operations Planning (S&OP), developed by manufacturers in response to margin pressures, could prove just as useful for banks, brokerages, and insurance firms. The fundamental insight remains the same: Maximizing profitability depends on striking the right balance between competing claims for resources. Promotion includes a targeted campaign in the UK and China first, with others to follow. Korwin-Szymanowska, Christine; Sanderson, Muir Thu, 01 Jun 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902050?gko=54eb5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea This whitepaper posits that all too many companies fail to look beyond the traditional downside risks to their business to consider the upside risks, such as missed growth opportunities. Schirra, Wolfgang; Waterlander, Otto Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901794?gko=8e3b9 China's financial sector is on the move. Historically it has lagged behind sectors such as mobile phones and automobiles, in which deregulation and infusions of foreign investment came sooner, but China's banking, insurance, and securities industries are now claiming their share of world attention. Within such a diverse, large, and fast-changing market, the winners will be those who seek out the most attractive opportunities for themselves as institutions. Winners will need to go behind the headlines on growth markets to identify those distinct opportunities where they can earn an attractive return. Cainey, Andrew Mon, 17 Apr 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901794?gko=8e3b9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 Given China's tumultous market environment, companies need to take a flexible approach and respond quickly to sudden changes in supply and demand patterns. Haddock, Ronald; Tse, Edward Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 Service-oriented architectures (SOA) are proving effective at keeping spiraling IT costs in check and still allowing evolution. Alvarez, Eduardo; Jackson, Tim; Benson, Jim Thu, 02 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 This white paper spells out the answer to one of the most fundamental dilemmas facing any company entering China today: Do we go in alone, or do we find a Chinese partner? Tse, Edward Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901966?gko=e6252 A Booz & Company study shows that only 15 percent of brokerage-branch time is devoted to growth initiatives, while 85 percent is spent either on managing the business or meeting regulatory requirements. McKeon, Mike; Sinha, Jai Tue, 20 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901966?gko=e6252 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901784?gko=f3b23 Marketing organizations are widely perceived to be falling short of the high expectations company leaders have for them. A new survey of 4,000 marketing executives by Booz & Company and the Association of National Advertisers (ANA) shows that poor functioning may be part of the "DNA" of marketing organizations--and indicates that both performance and profitability can be improved by fixing two building blocks of organizational health: information flows and decision rights. Booz and the ANA have developed an online diagnostic tool, www.marketingprofiler.com, that can aid marketers as they attempt to match their marketing organization to their company's mission. Dixon, Brodie; Landry, Edward; Tipping, Andrew Mon, 12 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901784?gko=f3b23 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 Lavish R&D budgets don't guarantee performance. A new Booz & Company study of the world's 1,000 biggest spenders reveals the value of an innovation dollar -- and the basics of a better strategy. Dehoff, Kevin; Jaruzelski, Barry Thu, 01 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901758?gko=4ba70 This white paper is based on a recently conducted, comprehensive Booz & Company study of approaches for banks to use in building a high-margin brokerage business. McKeon, Mike; Sinha, Jai Tue, 01 Nov 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901758?gko=4ba70 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901946?gko=24562 From Rome and Amsterdam, the authors make a case for cooperative corporations--an increasingly important client base for Booz & Company in Europe and elsewhere--as a viable response to the pressures of globalization. Lotti, Riccardo; Mensing, Peter Tue, 01 Nov 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901946?gko=24562 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901786?gko=91d26 A new approach to ideation and development that Booz & Company calls Intelligent Innovation. Over the last decade, companies have made great strides in retooling their innovation engines. Leaner and faster, they can get products from concept to customer in record time. But even a Ferrari does not know where to drive. While there are still plenty of opportunities to enhance execution, inspiration and insight are increasingly the critical challenges for innovation executives. But improving these capabilities demands different, more outward-looking techniques. Hauser, Richard; List, Georg; Veldhoen, Steven Thu, 29 Sep 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901786?gko=91d26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 It's not often that capital projects management and supply chain management are used in the same breath--but they should be. A Booz & Company analysis of energy company performance from 2001 to 2003 found that while the amount most businesses spent on capital projects was proportional to their size, companies that executed projects best by closely monitoring and controlling costs and schedules were able to significantly increase their net earnings relative to their peers. McKenna, Matthew; Wilczynski, Herve Mon, 18 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 Process complexity is one of the silent killers of profitability. Any time a new product is added or changed or a service level is increased without addressing complexity the result is a process that is a little more cumbersome and a little more costly. Over the long haul, many good strategies go wrong simply because of the drag created by all those incrementally increasing costs. CIOs have an important role to plan in managing that complexity. Egol, Matthew; Hirsh, Evan; Irwin, Gil; Martin, Karla; Rao, Giridhar Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030077?gko=c4231 The pressure on card issuers is continuing to increase: Regulators and consumer groups are challenging pricing and therefore profitability, innovation is noticeably absent, growth rates are slowing, and specialist processors and associations are expanding across the value chain. In this environment, a detailed understanding of where value exists (and may be captured) will be a key determinant of success for all players -- for card issuers to protect their profit pools and for others to capture share. Gemes, Alan; Koss, Victor Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030077?gko=c4231 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 China is in a unique position to proactively address HIV/AIDS while rates of infection are still relatively low (0.07%). Businesses have the opportunity to not only prevent the growth of HIV/AIDS, but to help mitigate the long-term economic costs of the disease for both individual companies and China's economy. Beever, Charles; Tse, Edward Sat, 14 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c According to a recent Booz & Company study, European executives are setting ambitious innovation performance targets for the next three years. Respondents not only seek to boost their return on innovation investment by an impressive 29 percent, but they also hope to increase product/service introductions while shortening time to market, increasing quality, and decreasing product/service costs. Hauser, Richard; List, Georg Thu, 05 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c Innovation--the ability to define and develop new products and services and deliver them to market--is the fundamental source of value creation in companies and an important enabler of competitive advantage. Dehoff, Kevin; Jaruzelski, Barry; Kronenberg, Eric Fri, 15 Apr 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a The emergence of China in the global economy is arguably the most significant economic event in recent history. With economic growth averaging between 8 and 9 percent per annum for the past decade, coupled with a truly massive domestic population, most global companies have long since recognized that China is simply too large a market for them to ignore. Haddock, Ronald; Tse, Edward Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a Why are some companies so successful at leveraging brands, while others achieve far more modest returns on their branding budgets? To find out, we and the brand consulting firm Wolff Olins carried out research among marketing executives across Europe. It shows that over 90 percent of companies believe their brand is a key element of their success--twice as many as five years ago. Yet less than 20 percent put the management of their brand at the heart of their business systems and capabilities. Harter, Gregor; Koster, Alex; Peterson, Michael Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 Many elements of the CFO's expanded, everyday role become more crucial in a merger, and success in these areas can help beat the odds and create a transaction that delivers. Adolph, Gerald; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 This study outlines the elements of an effective early warning system and the surprises that can occur if one element is missing or underemphasized, or if the relationships between them are out of balance. Kerins, Jason; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902034?gko=da95b CFOs are expected to deliver continuous improvements in their own organization. Outsourcing offers a compelling approach to drive significant cost and effectiveness benefits; this article examines some of the key considerations for organizations contemplating outsourcing. Alvarez, Eduardo; Couto, Vinay Sat, 01 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902034?gko=da95b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 Taking a strategic approach to purchasing will drive sustainable results across the organization. A successful procurement agenda needs to address four key dimensions: processes, organization, technology, and performance management McKenna, Matthew Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 It's planning time again. For most, this is a painful exercise. In the worst cases, the resulting plan is more aspiration than inspiration. Unrealistic sales targets, sandbagged expense budgets, and other hopes are forged into next year's roadmap. Stacks of reports and terabytes of data are generated but often ignored during interminable planning meetings. After all that, the plan is forgotten in a few months. Do any of these aspects sound familiar? Heinz, Irmgard; Kerins, Jason; McNeese, Cynthia Mon, 18 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 In collaboration with the Association of National Advertisers, the leading U.S. marketing trade organization, Booz Allen Hamilton surveyed 370 people at more than 100 companies in nine industries in an attempt to discover whether marketing is in fact disconnected from the leadership agenda, determine the causes of any dysfunction, and uncover the best practices of superior marketing organizations. Hyde, Paul; Landry, Edward; Tipping, Andrew Mon, 11 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030057?gko=91b5e Unlike the mortgage industry, auto finance in the United States continues to be dominated by a set of vertically integrated competitors, each performing all three major activities in the value chain--acquisition, servicing, and financing. A number of industry forces, including falling credit ratings for major OEMs and institutional investor demand, are challenging the efficiency of this model and raising a set of questions for key players. Hirsh, Evan; Miecznikowski, Jan; Reppa, Robert Mon, 04 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030057?gko=91b5e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d So congenial as to seem conflict free, the Passive-Aggressive Organization breeds a culture of simulated compliance where "everyone agrees but nothing changes." Building a consensus to make major changes is no problem; it's implementing the changes that can prove impossible. Kellner, Karl; Neilson, Gary Wed, 18 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 Much as an athlete's true mettle is tested under the pressure of competition, an organization's corporate values are never as strained as when a company is in the midst of a major transformation. Aguirre, DeAnne; Burger, Christian; Krings, Joerg; Tipping, Andrew Fri, 16 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 Product development has universally been identified as a key driver for growth and value creation. As a result, companies are focusing significant investments on the pursuit of the so-called "killer idea". In our opinion however, successful product development for many companies is not so much about developing "killer ideas" as about being able to control their product development activities and ensuring scarce resources are used in the most efficient and effective way. List, Georg; Mensing, Peter; Veldhoen, Steven Mon, 12 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb Astute companies are increasingly looking to their customers to drive growth-tailoring offerings, indeed their whole organizations, to customers' unique needs. The problem many companies face, however, is: How do you cater to customers without incurring debilitating costs in complexity? Building a truly customer-centric organization is the solution. Egol, Matthew; Hyde, Paul; Ribeiro, Frank; Tipping, Andrew Wed, 07 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901830?gko=c91da Each company has an intrinsic innovation effectiveness curve. Here are three ways to lift it. Kandybin, Alexander Thu, 01 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901830?gko=c91da http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 Service organizations face unprecedented challenges in today's business environment. Customers demand better service and more customized offerings. Sales managers push for incremental evenue, improved retention, and higher service levels. And senior management expects the virtually impossible--meaningful cost cutting at the same time as new product launches, acquisition integrations, and new market entry. Bailey, Curt; Nallicheri, Narayan Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 There comes a point in any successful change movement when a great truth dawns on those involved: The inevitability and wisdom of the ongoing change is finally understood, and the new reality accepted. And what typically evokes this realization? Not hard data, nor a new process, nor an edict from above. Aguirre, DeAnne; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f Tools and techniques to help companies transform quickly. Aguirre, DeAnne Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understandingof the human side, as well--the company's culture, values, people, and behaviors that must be changed to deliver the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Neilson, Gary Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 You know that significant change is required for your company. You've done the analysis and come up with the right solution. You've gotten senior management buy-in, promised results, and announced the change program to the middle management. Three months have passed, but the change has stalled. Why hasn't the organization adopted the change? With dramatic market shifts and rapid executive turnover, strategic change programs must be implemented and deliver results quickly. Aguirre, DeAnne; Neilson, Gary Sun, 01 Feb 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902028?gko=6c72b Offshoring business processes can offer companies across a range of industries the opportunity to lower costs by 40% or more. As senior managers look beyond the back office for functions to offshore, they need to determine first whether it makes economic sense to offshore them and then how to do it efficiently and effectively. Our work with clients that are offshoring to captive and third-party vendors--plus recent in-depth interviews with 10 offshoring vendors in India specializing in banking, insurance, telecommunications, and media--furnishes some unique and useful insights into this growing phenomenon. Alvarez, Eduardo; Couto, Vinay Mon, 01 Dec 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902028?gko=6c72b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902008?gko=29857 The way a company responds to demands for customized products or services can make the difference between performance that leads a sector and performance that lags that of industry peers. A Booz & Company study of product and service companies found that Smart Customizers--companies that focused simultaneously on value creation strategies and delivery alignment--outperformed industry peers two-to-one in revenue growth, and had profit margins 5% to 10% above competitors'. Companies that failed to align the value of variety with the cost of complexity were five times as likely to grow at rates below their industry average. Egol, Matthew; Martin, Karla; Moeller, Leslie Mon, 03 Nov 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902008?gko=29857 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42157407?gko=301c0 Too many companies have embraced customization in the name of growth without adapting their operating model to balance the necessary cost tensions that result. In essence, companies have outgrown their operating model, thereby risking their business resilience. The solution lies in adapting the "DNA" of the organization to identify, isolate, and optimize complexity. Alvarez, Eduardo; Buchanan, Ian; Bush, Carl; Chang, Jong; Gupta, Amit; Lakenan, William; Oliver, Keith; Pigorini, Paolo; Saddi, Joe; Tipping, Andrew; Uchida, Akira Wed, 22 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42157407?gko=301c0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 The business process reengineering approach popular in the mid- to late-'90s may have delivered on the initial cost reduction front, but it is ill-equipped to evolve with new market requirements. Neilson, Gary; Saddi, Joe Sat, 11 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b If you look closely at the management ranks of many Fortune 500 corporations, you'll see: excessive layers and narrow spans of control, particularly among mid-level directors and managers. The result is often bureaucratic buildup, bottle-necked decision-making, and a general lack of innovation. Employees laboring at the customer-facing end of this attenuated organization structure are hamstrung by vertical decision-making and multi-matrixed reporting relationships. Organizations like these need to look beyond simple headcount reductions to find more lasting and effective methods for getting in shape. Neilson, Gary; Saddi, Joe Wed, 01 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902078?gko=45ecc The customer-centric strategy outlined in this article does away with conventional thinking and reimagines the bank's relationship with the customer. Instead of pursuing a transaction-based approach bent on penetrating and mining the customer, banks must focus on helping him or her build value over a lifetime. Putting this strategy into operation requires nothing short of a transformation in current banking business models, one predicated on a more open, transparent and trusting level of interaction with the customer. Hyde, Paul Thu, 03 Jul 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902078?gko=45ecc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 Current economic conditions are forcing companies to significantly rebase General & Administrative costs. For many organizations, the cost cutting in the IT function is expected to deliver 40% or more of overall savings. The problem is, many organizations are already struggling with budgets that are barely adequate to the demands being placed on their IT function. With no place else to squeeze, the traditional approaches to IT cost management aren't effective anymore. It's time for a new approach. Our recent experience indicates that managing the "demand" for IT services yields as much, if not more, benefit than traditional "supply" focused cost reduction programs. Alvarez, Eduardo; McNeese, Cynthia Tue, 01 Jul 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef To date companies have have attacked internal service costs from the supply side. Our client experience suggests that there are benefits from managing the demand for such services. Couto, Vinay; Kaul, Anil; Neilson, Gary; Saddi, Joe Mon, 12 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902020?gko=897a7 Growing complexity in information systems poses a significant challenge to senior managers. Mergers and acqusitions, changing markets and customer demands have encouraged piecemeal investments in new functionality. The resulting patchwork of systems often fails to provide adequate support for key business objectives. Alvarez, Eduardo; Irwin, Gil Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902020?gko=897a7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab Peer into the hallways of any business unit, and you will likely find "shadow staff", people performing tasks that duplicate those performed elsewhere in the organization. No matter the industry, shadowm staffs lurk in the corners of most large enterprises. Once brought to light these positions can add another 30 to 80% to total support staff head counts. Neilson, Gary; Saddi, Joe; Spiegel, Eric Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 "Business is flat. I need to cut overhead costs quickly to meet my earnings forecast. At the same time, I have to launch an even bolder round of restructuring to bring costs down 30 to 40 percent over the next three to five years. And I need to achieve these goals without undermining the core functional capabilities needed to keep my business moving and, ultimately, achieve above-market growth." Sound familiar? Seem impossible? Alvarez, Eduardo; Couto, Vinay; Neilson, Gary Sat, 22 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 Senior executives continually lament the amount of time they spend wrestling with organizational problems rather than building their business. From the CEO on down, business leaders routinely express variations on the same fundamental themes -- "We have the right strategy and a clear action plan, but we can't seem to execute," "Our industry is undergoing tremendous upheaval, but our people either don't recognize it or won't do anything about it". Addressing these concerns-- or rather the critical organizational constraints that underlie them -- is often the key to unlocking superior financial performance. Kletter, David; Neilson, Gary Fri, 01 Nov 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff Companies have invested millions of dollars and accumulated years of experience in running highly efficient internal shared services operations. Now many are wondering how to unleash the next wave of value. Many believe that the next breakout strategy will take the form of an extended enterprise play, in which shared services will move beyond the walls of the corporation, either as a seller of services to external customers or as a buyer and aggregator of external services for internal clients. Couto, Vinay; Kaul, Anil; Neilson, Gary Sat, 01 Jun 2002 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903712?gko=0638b Government and healthcare businesses explored innovative ideas and practical solutions to bioterrorism in a "wargame" that was designed to proactively mobilize the participants to improve our nation's preparedness and response to bioterrorism. The wargame highlighted the need for a new kind of public/private partnership in the pursuit of homeland security. Ahlquist, Gary Fri, 01 Mar 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903712?gko=0638b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902026?gko=6307b Does Customer Relationship Management (CRM) technology truly enable improved customer alignment or is it simply a repeat of the ERP debacle of the 1980s and '90s? How can executives sort through the discord around CRM to take decisive actions that result in bottom-line benefits? Casey, Thomas Fri, 01 Feb 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902026?gko=6307b