Who We Are:
The Experience-based Strategy and Management Consultancy for Financial Service Providers.

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.

How We Work:
Our Consulting Style.

Managing Strategic
Challenges

As strategy consultants, we work with our clients' management on their key challenges. We stand for expertise and dialog - not generic mass consulting.

Innovative Concepts and Implementation Support

We solve client problems but also accompany them in the implementation of the solution. We stand for results - not for colorful glossy presentations.

Fokussierte, spezialisierte
Teams

We work exclusively in focused teams with specialized experts. We stand for know-how and experience - not for junior consultant pyramids.

Customised Solutions For Our
Clients

We know that every client and every client problem is individual. We stand for custom-fit solutions for our clients - not standard off-the- shelf concepts.

Our Competencies:
Four Key Areas of Consultancy.

Market and Distribution Strategy, Digitization
  • Strategic business development
  • Control and process optimisation in omni-channel sales
  • Value-oriented, strategic planning process
Strategic Optimisation of IT & Operations
  • Alignment of IT solutions and IT management with value for the company
  • Optimising value creation through and in IT
  • Value-oriented IT development planning
  • IT governance 4.0
  • Effective IT programme review and recovery
  • Support for technology changes (S/4HANA, Cloud, AI, DLT, quantum computing)
Targeted Implementation of Regulatory Requirements
  • Cost/risk/benefit optimized alignment of organization, operations and IT
  • Secure and compliance-compliant infrastructure, processes and IT
  • Definition and management of regulatory project portfolios
  • Specialist design and architecture of bank management (financial and risk management, ESG, House of Data)
  • Program control and quality assurance
Organizational Optimization and Efficiency Management
  • Market-oriented alignment of the organisation
  • Optimised purchasing management
  • IT cost and efficiency optimisation
  • Corporate cost optimisation
  • Agile/hybrid organisational development
  • Hybrid project and portfolio management

Our Consulting Approach:
Customer-centric, Experience-based, Relevant and Effective

Project examples:
Results for our clients.

Retail Strategy for a Bank

Customer Challenge:
"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.

Retail Strategy for a Bank

Project approach and result:
"Customer-centric, focused business model".


Together with the client, we carried out a strategy development process. In these, markets and market potentials were first examined and customer as well as product structures were financially evaluated. In addition, customer requirements for the bank were obtained directly through "customer focus groups". The competition was examined with regard to digitalisation strategies, but also in terms of financial and sales key figures. Together, we prioritised market opportunities - also against the background of the bank's internal capabilities - and embedded them in a retail business strategy. With our support, the client defined packages of measures that deliver attractive returns on investments. In total, a 20% improvement in results was initiated.

IT Strategy for a Banking Group

Customer Challenge:
"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.

IT Strategy for a Banking Group

Project approach and result:
"Business-oriented, future-proof and 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.

Agilisation Bank

Customer Challenge:
"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.

Agilisation Bank

Project approach and result:
"Clear, flexible, 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.

Provider Strategy Insurance

Customer Challenge:
"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.

Provider Strategy Insurance

Project approach and result:
"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".

Project examples:
Results for our clients.

Retail Strategy for a Bank

Customer Challenge:
"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.

IT Strategy for a Banking Group

Customer Challenge:
"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.

Agilisation Bank

Customer Challenge:
"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.

Provider Strategy Insurance

Customer Challenge:
"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".

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