Global capital markets have been undergoing great transformation since the crisis of 2008. The transformation approaches followed by banks differ in scale, scope, and on many other dimensions. The immediate impact of the crisis was huge and called for major changes in business models, asset class coverage, client segment and regional focus areas, and so on. Most banks (though not all) have undergone significant changes in their business and operational strategies in the past decade.

Regulations have continued to evolve in complex and uncertain ways, and rapid developments in technology have reshaped business models and client behavior. Cost of technology development is going down, raising the threat from new and adjacent players, while also giving rise to new partnership and co-development models. These developments are creating new opportunities while rendering old models obsolete.

The drivers and banks’ approach to operational transformation have evolved in this period. We see less appetite for large scale and resource intensive projects, and preference for more evolutionary adaptive approach. My colleague Joséphine de Chazournes and I recently published a report analyzing banks’ latest approach to operational transformation, and we will be discussing some of our findings in an upcoming webinar on March 20, 2018. Details about the webinar including registration can be found here.