Financial Services

Our consultants 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

New Heights Demand Increasing Agility: Global Asset Management Overview
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New heights demand increasing agility: Global asset management overview

June 2015—The global asset management industry had a record year in 2014. However, asset management firms will need to develop greater agility if they are to maintain leading positions through the next economic cycle.

The virtual financial advisor: Delivering personalized advice in the Digital Age
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The virtual financial advisor: Delivering personalized advice in the digital age

June 2015—Pioneering firms are quickly building execution expertise in delivering remote advice, starting to attract new clients and reaping cost-advantages through the use of advice centers.

digital wallets
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Gauging the disruptive potential of digital wallets

May 2015—Digital wallets must continue to evolve if they are to have a truly disruptive impact on the payments landscape. Providers can improve their chances by focusing on six “markers” for success in payments innovation.

transaction banking
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New partnership models in transaction banking

May 2015—A number of trends are leading to a fundamental rethinking of the traditional model by which banks offer transaction banking services to clients outside their established markets. Four partnership models offer the best opportunities for success.

Faster payments
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Faster payments: Building a business, not just an infrastructure

May 2015—A faster payments infrastructure is not an end in itself, it is an opportunity for banks to deliver innovative products and services in both consumer and corporate payments.

Retail Banking Insights
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Driving revenue growth in retail banking

March 2015—As the US economy experiences positive signs of renewal and growth, proactively setting a revenue growth agenda will become increasingly important for banks, and a consumer-centric approach to product development and services should be a central part of this agenda.

The making of a digital insurer: The path to enhanced profitability, lower costs and stronger customer loyalty
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The making of a digital insurer: The path to enhanced profitability, lower costs and stronger customer loyalty

March 2015—Digital leaders leverage technologies such as mobile, social and cloud to make better decisions, automate processes, deepen their connection with customers, employees and intermediaries, and pursue profitable innovation, all at a rapid development pace.

Leveraging the Digital Potential In Corporate Banking
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Leveraging the digital potential in corporate banking

February 2015—Thus far, only a small number of corporate banks have leveraged the full power of digital to serve their clients. These leaders have already seen significant cost savings and revenue growth by digitally optimizing key points in the corporate banking value chain.

Building on Canada’s strong retirement readiness
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Building on Canada’s strong retirement readiness

February 2015—Despite a common perception among Canadians that they face a retirement crisis, the vast majority will be able to maintain their standard of living when they retire. 17 percent, however, are at risk. Targeted actions rather than universal reform would help Canada address the lack of readiness of these households fairly and efficiently, while remaining a good steward of the economy.

The New Imperatives: Gaining an Edge in North American Asset Management
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The new imperatives: Gaining an edge in North American asset management

December 2014—Market appreciation has continued to fuel strong asset and profit growth for North American asset managers. But below the surface, the sources of industry growth and profitability have been shifting.

The road back
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The road back: McKinsey global banking annual review 2014

December 2014—The global banking industry continues to progress on the road back from the global financial crisis, improving return on equity 9.5% in 2013 and 9.9% in the first half of 2014. Most of the value creation is coming from banks that adhere to one of five distinctive strategies.

Somesh_KhannaV2_1536x1536_Thumbnail
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The bank of the future

November 2014—Digitization is challenging the very way banks operate. Yet it also represents a significant opportunity, as McKinsey’s Somesh Khanna explains.more

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McKinsey Global Payments 2014
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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.

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Pedro Rodeia

Pedro Rodeia

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