BMC Strategy Consultants helps clients solve strategic management challenges and implement these solutions. Our partners are experienced top management consultants with many years of experience in the financial services industry.
We combine our competencies with those of specialized network partners. In this way, we configure lean, custom-fit consulting teams for the specific needs of each client.
We Are Honoured to Have Received the “Best of Consulting” Award 2022
This annual accolade recognises outstanding achievements of consulting firms in Germany, Austria, and Switzerland, highlighting exceptional project successes.
Since 2009, WirtschaftsWoche’s panel of experts has evaluated specific projects based on a range of criteria in alignment with the value-added aspects of consulting.
Participating for the first time since our founding in 2019, we are thrilled to have secured a place among the winners right away.
You can read more about the award and the other recipients of the Best of Consulting Awards 2022 here (Link). hier.
"Is traditional retail banking at an end? What does future-proof retail banking look like?"
Low interest rates, increasing competition from "digital" providers, unfavorable cost structures and additional regulatory costs are weakening the strategic positioning of many retail banks. With the support of BMC Strategy Consultants, our client has refined its sustainable strategy and initiated an implementation program.
"Customer-centric, focused business model".
Gemeinsam mit dem Klienten haben wir einen Strategieentwicklungsprozess
durchgeführt. In diesen wurden zunächst Märkte und Marktpotenziale untersucht und Kunden- sowie Produktstrukturen finanziell bewertet. Zudem wurden Kundenanforderungen an die Bank direkt durch „Kundenfokusgruppen“ eingeholt. Der Wettbewerb wurde im Hinblick auf Digitalisierungsstrategien, aber auch hinsichtlich finanzieller und vertrieblicher Kennzahlen untersucht.
Gemeinsam haben wir Marktchancen – auch vor dem Hintergrund der internen Fähigkeiten der Bank – priorisiert und in eine Strategie des Retailgeschäfts eingebettet.
Der Klient hat mit unserer Unterstützung Maßnahmenpakete definiert, die attraktive Returns on Investments liefern. In Summe ist eine Ergebnisverbesserung von 20% eingeleitet worden.
"What role should IT play in our company, what should it focus on, how much should it cost and how will it be organized?
These core issues were dealt with by a bank's Board of Managing Directors and IT management team. The existing IT strategy was more formal, and gave only partially viable answers to important requirements of the corporate strategy, the specialist area of the regulator, and technological change.
„Geschäftsorientiert, zukunftssicher und compliant.“
Our approach to IT strategy definition systematically takes into account the environmental factors of the market, technology and regulation. Important are the increased requirements of the regulator (BAIT), which is placing ever greater importance on the topics of information security and compliance. Technologically, cloud approaches and the AI delivery model are dramatically changing the scope of IT services. Internally, alignment with the business was essential, with strategic IT priorities first having to be defined on the business side. As a result, a clear, "business-oriented" IT strategy was developed with a clear focus on the bank's success factors (e.g. customer experience, process optimisation, efficiency). A customer-oriented and bimodal (also agile) operating model as well as a sustainable IT personnel concept secure the future viability of the bank and IT.
"How can we become faster and more flexible in our decisions, while at the same time following clear, transparent and value-adding goals?
The board of a bank recognized the need to break out of rigid and rather formal targeting processes and look for a more agile and relevant management instrument.
„Klar, flexibel, transparent: Objectives & Key Results (OKR)“.
This target setting methodology, which originated in the BigTech or FinTech area, transfers agile management principles to complete companies or parts of companies. We have adapted this approach to the specific needs of our customers. The elements to this approach are quarterly goal definition, the operationalization of goals into tangible and measurable "results", and the flexible and reasoned adjustment of goals which market or company require. In particular, the transparent discussion of setting and achieving business unit objectives has significantly improved the level of understanding and cooperation across organizational units. Decisions are made more quickly, and are now value-oriented and transparent. Responsibility is more decentralized, and at the same time more measurable.
"Our processes are too manual, many documents are paper-based and our IT platform is outdated. How can we overcome this situation, and which strategic partners we should work with?"
An insurance company needed an opportunity/risk assessment of their existing (partner) structures and a reorientation of their IT provider strategy.
"New strategic partnership for an insurance business of the future."
Based an intensive business-oriented, technical, economic and strategic evaluation, the previous provider’s model was dissolved and the upcoming "forced migration" to a new solution of the old provider was averted. Instead, a new strategic partner was found to best fit the needs of our customer, the existing platform was updated from a technical and capability perspective. Customers, business units and IT are already benefiting from this new provider strategy – the insurance performs "better, cheaper and faster".