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Published by tabbforum
Change, at what cost? The case for industrializing business and technology change.
Change, at what cost? The case for industrializing business and technology change.

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Categories:Types, Business/Law
Published by: tabbforum on Mar 30, 2013
Copyright:Attribution Non-commercial


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Change,at what cost?
The case for industrializing businessand technology change
The recent rise in bank protabilityto near pre-crisis levels may be awelcome development or the nancialindustry, but some other key measuresshould give bankers good cause to becircumspect about the news. Industrycapacity remains too high. Regulatoryrequirements continue to drive upcosts. And return on equity (ROE)remains markedly and stubbornlybelow the industry’s aspirational15 percent level.In short, banking costs too much, andthere’s too much o it to go around.Today banks ace a structural issue osurplus capacity, which the extensivemergers and headcount reductions orecent years have not resolved. It’sestimated that one o the top eightbanks could be taken entirely out othe equation, yet still leave enoughcapacity between the other seven tomatch industry demand.Years o super-normal prots prior tothe crisis and continuing central bankliquidity injections may have maskedthe depth o the problem to this point,but the industry now truly aces atipping point: It must transormundamentally to eliminate entrenchedoperational ineciencies, battle agrowing cast o competitors andrevive bank returns. Capco believes“industrialization” o the nancialservices industry oers the key toaddressing these challenges. As detailed in the Capco white paper“The Industrialization Realization,”industrialization involves ully rethinkingwhy activities exist and developinga deep understanding o all theircomponent elements. This discoveryequips banks to then pursue realeciency gains by deploying innovativeprocesses using all the tools andpartnering models now available.
Change, at what cost?
The case for industrializing businessand technology change
By Mark Reeves, Partner and Global Capital Markets Leader, Capco, and David Oxenstierna, Partner, Capco
The industrynow truly acesa tipping point:It must transormundamentallyto eliminateentrenchedoperationalineciencies,battle a growingcast o competitorsand revivebank returns.

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