Strategy and transformation of banks

The world is rapidly changing. Keeping up with the pace of change requires significant quality, innovation and people investments.  Whether the objective for a transformation is to digitize the organization’s operating model or to perform organizational restructuring, the scope and complexity of a transformation programs requires a project-based culture, highly performing leaders and governance.  Furthermore, it requires putting in place appropriate technical skills, processes, technology and tools.
This is how we can help.  Our Bank Strategy and Transformation Team has a mix of unique skills, experience, information and devotion required to support the implementation of strategy and transformation.  Along these lines, our team has been engaged in the largest SEE banking sector benchmarking project, which is measuring business performance of local banks against their key competitors. 

By working with us, you will get:

  • A team of experts exclusively dedicated to your operations and the challenges your business is facing - we want to be your trusted advisors

  • Global and local best practices combined with extensive banking expertise 

  • Transparent and open cooperation to secure quick wins in a controlled and effective way

  • Agile, pragmatic approach to projects and a wide range of skills and experience to the role, for you to overcome business challenges

  • Global network and resources bringing breadth of experience and depth of knowledge

Some of the services provided by PwC's Bank Strategy and Transformation Team:

Strategic assessments of acquisition targets and integration support

Strategic assessments of acquisition targets and integration support:

  • Strategic (commercial) Due Diligence, which involves identifying additional revenue-synergy potential, cost estimation, integration planning and approach, IT assessment and approach to migration

  • Support during the integration process (design of the new organisation, product and process alignment, defining the optimal headcount for the merged bank, executing Project Management Office (PMO) activities, defining strategy and design initiatives to achieve business results...) 

branch and process transformation

Branch and process transformation

  • Definition/ optimisation of sales and service model within the sales network

  • Process improvement and optimisation (automation included)

  • Improving sales efficiency through the implementation of Sales Force Effectiveness (SFE) program

  • Employee training and migration of clients to digital channels

  • Transformation of the overall branch layout, roles and responsibilities in the branch (paperless branch, cashless branch, agile branch models…)

Growth Strategy

  • Defining Retail and SME Customer Acquisition Strategy

  • Customer segmentation and value proposition

  • New product development, grouping of products

Growth strategy

Digital transformation:

  • Design of a digital transformation program and implementation plan

  • Design of individual digital initiatives e.g. E2E digital lending for existing and new customers,  design of new mBanking applications, migrating of clients to digital channels, etc.

  • Redefining collaboration with vendors, etc. 

  • Digital Benchmarking Study

Digital transformation

Advanced analytics

Advanced Analytics:

  • Identifying and prioritising the capabilities of advanced analytics to boost growth and improve revenues (use cases)

  • Design of specific data models (e.g.  Designing the Next Best Offer)

  • Market strategy formulation and continuous improvement of product offerings based on data insights

Back office transformation

Back office Transformation:

  • Improving back-office processes: standardisation, automation, optimisation  

  • Performance improvement

  • Robotic Process Automation (RPA)

  • Paperless model