Financial Services

We help financial services firms achieve sustainable improvements in performance. Our perspective is global, and encompasses the full spectrum of banking and insurance sectors and functions.

Latest thinking

McKinsey Global Payments 2014

Global Payments 2014: A return to sustainable growth brings new challenges

October 2014—McKinsey’s latest Global Payments Map paints the picture of an industry’s return to sustainable growth, robust in some markets and products, solid in others.

Accelerating growth and profits in North American commercial banking

Accelerating growth and profits in North American commercial banking

October 2014—While the numbers paint an optimistic picture for commercial banking in North America, new research from McKinsey has found that performance is highly variable across banks and that this performance gap may be widening.

The trillion-dollar convergence

The trillion-dollar convergence: Capturing the next wave of growth in alternative investments

August 2014—The ongoing integration of alternatives into the core of both retail and institutional portfolios will represent one of the most attractive growth opportunities for asset managers in the coming five years. It is an opportunity that will change the competitive dynamics of the industry as the business models and strategies of traditional and alternatives managers converge.

US retail asset management

Blending science with art to capture growth in U.S. retail asset management

July 2014—As competition intensifies in U.S. retail, the world's largest asset management market, managers must take a more scientific and analytical approach to market positioning, sales and distribution to capture growth.

brave new world

The brave new world of SEFs: How broker-dealers can protect their franchises

June 2014—Swap execution facilities, or SEFs, newly-created platforms mandated by U.S. regulators for trading selected interest-rate and credit-default swaps, could result in major structural declines in broker-dealers’ flow derivative revenues and profits.

Capturing the rapidly growing DC investment-only opportunity

Capturing the rapidly growing DC investment-only opportunity: The time for decisive action is now

May 2014—The DCIO market represents one of the most attractive growth opportunities in asset management. But asset managers that are dabbling in DCIO face a stark choice: commit to invest in a well-defined strategy, or re-allocate time and resources to other opportunities. A half-hearted approach is unlikely to be successful.

Future of banking

The future of US retail banking distribution

February 2014—To succeed in a period of complex behavioral changes, banks must first understand what their valued customers really want and then a build a distribution model that meets those demands.


Breakaway: How leading banks outperform through differentiation

November 2013—Despite signs of progress in the quest to return to sustained health and profitability, the global banking industry is still struggling to lift returns. However, some banks are bucking the trend by focusing on one of five distinct value-creating strategies.

Sustainable Performance

The return of strategy: A road map to sustainable performance for capital markets and investment banking

November 2013—Capital markets and investment banking is in a period of profound and uncertain transition. As the industry emerges from the debris of the financial crisis much has been achieved, but a sustainable model of investment banking remains elusive.


Searching for profitable growth in asset management: It's about more than investment alpha

October 2013—According to McKinsey's latest North American benchmarking survey, growth in asset management is highly concentrated. Winners will invest with conviction behind the major growth trends; make systematic decisions on where to compete by product, channel, and geography; and maximize their sales alpha.


The life journey: Winning in a risk-driven world

March 2013—Since 1985, the US life insurance industry has not in aggregate covered its cost of capital, and results have been particularly poor over the past decade. However, this overall decline in industry performance has masked a stunning spread in value creation among the 30 largest life insurers. What do the winners do differently?


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Pedro Rodeia

Pedro Rodeia

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