Overview of Financial Servics Capgemini Consulting

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  • 1. Financial Services The Netherlands
  • 2. People matter, Results Count
    For more information:
    www.capgemini.com/consultingcapgemini.consulting.nl@capgemini.com
    2011 V 1.0
    Copyright © 2011 Capgemini. All rights reserved.
  • 3.
    • Capgemini Group
    • 4. Capgemini Consulting
    • 5. Capgemini Consulting: Financial Services The Netherlands
  • Capgemini’s worldwide integrated services focus on six sectors
    Financial
    Services
    Consulting Services
    • Strategy & Transformation
    • 6. Marketing,Sales & Services
    • 7. Finance & Employee Transformation
    • 8. SupplyChain Management
    • 9. TechnologyTransformation
    Consumer Products, Retail & Distribution
    Telecom, Media& Entertainment
    Technology Services
    • Enterprise Resource Planning (ERP)
    • 10. Co-Sourcing/Multi-Sourcing
    • 11. ITTransformation: Strategy & Architecture
    • 12. Business Intelligence
    • 13. Infrastructure & Security
    • 14. Open Source / SAAS
    Manufacturing
    Energy, Utilities &
    Chemicals
    Outscourcing Services
    • ApplicationOutscourcing
    • 15. InfrastructureOutsourcing
    • 16. Business ProcessOutsourcing
    Public
    Sector
    Copyright © 2011 Capgemini. All rights reserved.
  • 17. 9
    We are a strong group with strong figures
    Revenue: €8,697 millionProfit: €280millionOperating profit: €489 million
    Operating margin: €587 millionNet Cash: €1,063 millionWorkforce: 108,000+
    Revenue by discipline
    Revenue by industry
    Consulting Services
    Energy, Utilities & Chemicals
    Local Professional Services
    5,9%
    Manufacturing, Retail & Distribution
    10,9%
    16,3%
    Financial Services
    27.6%
    18,4.0%
    Technology Services
    Outsourcing Services
    41,5%
    Other
    36,3%
    7,6%
    Public Sector
    27,2%
    Telecom, Media & Entertainment
    40.0%
    8.3%
    Source: Annual Report 2010
    Copyright © 2011 Capgemini. All rights reserved.
  • 18. The Collaborative Business ExperienceTM: Achieving better, faster and more sustainable results together with our client
  • 19. The Capgemini Collaborative Business ExperienceTM
    • We help our clients achieve better, faster, more sustainable results
    • 20. We are a natural leader in developing closer, more effective, trust-based relationships
    • 21. It boosts flexibility, agility, and creativity – all essential for your business to perform
    • 22. We call this the Collaborative Business ExperienceTM.
    Our four elements to successful collaboration
    Targeting Value
    Know exactly what you want to achieve and then establish targets all the way along your project path
    “It is the quality of our people, and their capacity to deliver fitting solutions,
    with you and for you, that drive real business results.”
    Mitigating Risk
    Anticipate and overcome the risks that are inherent to complex programs
    Optimizing Capabilities
    Understand what each partner contributes, improve performance in a lasting way, and ultimately transfer knowledge for long-term advantage
    Aligning the Organization
    Match you program to the needs of your larger enterprise throughout its lifecycle and help bring managers and staff abroad
    Copyright © 2011 Capgemini. All rights reserved.
  • 23. A strong presence in more than 30 countries
    Group Workforce:108,000+
    UK & Ireland:
    8,405
    Group Headquarters: Paris, France
    North America:8,475
    Asia Pacific:
    2,748
    India:
    29,536
    Latin America:
    2,492
    France:
    19,748
    Nordic Countries:
    4,004
    Italy:
    1,555
    Central Europe:
    3,493
    Benelux:
    10,884
    Morocco:
    293
    Eastern Europe:
    4,457
    Iberia:
    4,760
    8
    Copyright © 2011 Capgemini. All rights reserved.
  • 24.
    • Capgemini Group
    • 25. Capgemini Consulting
    • 26. Capgemini Consulting: Financial Services The Netherlands
  • The global strategy & transformation brand
  • 27. Capgemini Consulting at a glance
    • We are the partner of choice in a new wave of Business Transformation, fuelled by dynamic industry drivers
    • 28. We work from strategy to execution
    • 29. We build deep, personal and highly collaborative relationships with our clients, based on a shared commitment to outputs
    • 30. We recruit beyond the traditional profile of a typical “consultant”
    “Capgemini Consulting is especially being acknowledged by its clients for Communication, Attitude and Trustworthiness.”
  • 31. Capgemini Consulting accompanies organizations on their accelerated Business Transformation journey towards sustainable results
    We workfromstrategy to execution
    Business Strategy
    Transformation Strategy
    Transformation Delivery
    • 82% of managers consider transformation as a central management topicSource: Business Transformation, A Capgemini Consulting survey, 2009
    • 32. But 52% of managers feel that their companies do not excel in transformation delivery
    • 33. Successful Business Transformations are difficult to achieve, with the mastery of the human aspects of change the most challenging
    Trends in Business Transformations:
    • CapgeminiConsulting study reveals large European companies initiate a new business transformation project every six months. It sheds light on how European business is reacting to changing markets and how the concept of business transformation is itself evolving
    • 34. The study surveyed 302 senior executives from companies with over 10,000 employees across France, Germany, the UK and the Netherlands
    12
    Copyright © 2011 Capgemini. All rights reserved.
  • 35. Client centric
    We help our clients understand, anticipate and capitalise complexity
    Use technology as a strategic weapon, by helping our clients understand how technology can radically change their business models and then actually executing those ideas.
    Deliver results – working shoulder-to-shoulder with our clients to make them successful.
    Search far and wide for the best ideas and expertise for our clients, using an extended ecosystem that extends across the Capgemini Consulting world, and beyond it, to academics and industry experts.
    Support our clients from strategy to execution, designing innovative solutions, implementing change, and delivering tangible and sustained value.
    Build deep, personal and highly collaborative relationships with our clients, based on a shared commitment to outputs and success.
    Look beyond the traditional profileof a typical “consultant”, seeking out people to join us who offer clients the deepest expertise, the boldest ideas and the most relevant experience.
    13
    Copyright © 2011 Capgemini. All rights reserved.
  • 36. Capgemini Consulting is active with more than 500 consultants in The Netherlands. Financial Services is one of our four market sector departments
    Industrial Consumer Markets
    Public & Health
    Financial Services
    Telecom, Media & Utilities
    Digital Transformation
    Finance Transformation
    FunctionalPractices
    Human Resource Transformation
    Value Chain Management
    Accelerated Solutions Networks
    14
    Market Sectors
  • 37.
    • Capgemini Group
    • 38. Capgemini Consulting
    • 39. Capgemini Consulting: Financial Services The Netherlands
  • Financial Services focuses on four dedicated themes which recognise the key challenges that our clients are facing today
    Payments Transformation & Control
    Service Models & Innovation
    Risk Management
    Separation & Integration
    Solvency II & Basel III
    Payments Control Financial Crime Management
    Demerger & Post Merger Integration
    Market Entry & Front End Solutions
    We are an internationally oriented group of more than 55 management consultants
    We deliver high quality management consultancy services on Senior leadership/CxO level
    Our strong track record in these focus areas enables us to be the first partner of choice
  • 40. Our clients have experienced the impact and difference we make and highly value our way of working
  • 41. Service Models & Innovation
    Risk Management
    Payments Transformation & Control
    Separation & Integration
    Service Models & Innovation
    ‘’Advising clients on the realisation of revenue growth through a client centric approach of business strategies’’
    Key Characteristics
    Example Client Engagements
    • Service Models & Innovation focuses on the development and successful delivery of market entries, innovative strategies and new client interactions for financial institutions, delivering profitable and sustainable results in an accelerated time frame
    • 42. Market-entry for a German savings & investments proposition with respect to business case, marketing, value proposition and legal & IT
    • 43. A strategic wealth management project for an international Dutch bank introducing new (investment) products and web-enabled distribution to customers and IFA’s. This includes product development, marketing, web –enabled training and an interactive multi-media platform including web-TV
    • 44. Centralisation of all regional investment offices for an international Dutch bank, leading to one centralised investment body of knowledge, generating diverse investment publications via multiple channels, matching the bank’s central view on investment markets and products
    Capabilities and Themes
    • Main service offerings are:
    • 45. Market Entries & Market Scan
    • 46. Banking BPO / Package selection & implementation
    • 47. Innovation Scan within the financial sector
    • 48. Distribution Mix Assessment & Strategy
    Copyright © 2011 Capgemini. All rights reserved.
  • 49. Separation & Integration
    Risk Management
    Payments Transformation & Control
    Separation & Integration
    Service Models & Innovation
    ‘’Focusing on transformation programs in the financial sector and in particular on disentanglements, carve out’s, post merger integration and the development of target operating models’’
    Key Characteristics
    Example Client Engagements
    • Separation & Integration focuses on delivering transformations for financial institutions
    • 50. The transformations are client strategic, complex and multi dimensional changes, with impact and value for our clients
    • 51. The team combines leading edge transformation skills and broad transformation experience with in depth FS market knowledge
    • 52. Governed the legal demerger and markets split of the new ABN AMRO bank out of the RBS-Fortis-Santander consortium into the new legal entity of ABN AMRO
    • 53. Enabled the business transformation of the mortgage portfolios of a large bank to the new business model for mortgages
    • 54. Coordinated the integration of Customer Information Services (over 170 separate integration programs) of two large Dutch banks making use of the best of both worlds
    • 55. Delivered and coordinated the carve out of a part of the commercial banking business of a Dutch bank in preparation of the sale of this business to another bank
    Capabilities and Themes
    • Separation / Demerger & (post merger) integration transformation programs
    • 56. Full control and program management support in major transformations (business, operational, technology)
    • 57. Program management of major and highly complex transformations
    • 58. Development of Target Operating Model and organisational design
    Copyright © 2011 Capgemini. All rights reserved.
  • 59. Payments Transformation & Control
    Risk Management
    Payments Transformation & Control
    Separation & Integration
    Service Models & Innovation
    ‘’Achieving control of both traditional and innovative payments platforms, in an environment of increased regulatory pressure, technological changes and shifting competitive landscapes’’
    Key Characteristics
    Example Client Engagements
    • We believe that payment intermediation is one of the cornerstone functions of financial institutions, and that this current payments landscape is subject to an incredible amount of change in terms of technological innovation and regulatory pressure
    • 60. We support financial institutions in understanding these challenges and in meeting a wide array of control, operational risk, financial crime and regulatory challenges in the payments area, focussing both on traditional and innovative payments platforms
    • 61. An AML project in order to comply with the 3rd AML Directive and its Compliance Manual with a major Austrian bank
    • 62. To facilitate a smooth execution of the scoping phase Capgemini assisted in the project definition, project planning, creation of workshop framework & templates and execution of the workshops
    • 63. A large Dutch domestic cooperative bank, has partnered with Capgemini to achieve compliance with the Payment Services Directive across all payment products (contracts, channels, processes, IT)
    • 64. Capgemini co-developed a phased approach. Each phase consists of integrated Capgemini / Client teams that worked multi-disciplinary on the multiple products
    Capabilities and Themes
    • Payments control: frameworks for managing and understanding operational risk and control issue sin your current payments infrastructure
    • 65. Financial Crime Management: increasing effectiveness and efficiency of fraud, Anti-Money Laundering/ Counter-Terrorism Financing and KYC operations
    • 66. New payments methods: how to embed and control new and emerging payments methods and apps.
    Copyright © 2011 Capgemini. All rights reserved.
  • 67. Risk Management
    Risk Management
    Payments Transformation & Control
    Separation & Integration
    Service Models & Innovation
    ‘’Enabling banks to control their risks, ensuring sustainable financial stability’’
    Key Characteristics
    Example Client Engagements
    • The team represents all levels of experience, from Young Professional to Subject Matter Expert, to experienced program managers – with boardroom presence
    • 68. Organises a yearly Economic Capital seminar with world-class speakers
    • 69. Provides frequent contributions to (international) risk reviews
    • 70. Supporting a large Dutch bank with economic capital scoping and modelling for all risk types
    • 71. Including model development and implementation for business risk, earnings at risk and interest rate risk (including principal component analysis)
    • 72. Collaborated with a mid-size Dutch bank to become Pillar 1 and Pillar 2 compliant
    • 73. Execution of Pillar 2 gap study and implementation of several models for Pillar 1 and Pillar 2 (including Monte Carlo simulation)
    • 74. Defined the required Risk management function with Delta Lloyd Life in anticipation of for example Solvency II legislation and facilitated the creation of a transformation map to implement the new function (governance, committees, models).
    • 75. Deep knowledge of and thought leadership on a full range of risk themes including enterprise risk management and Basel II/Solvency II/Basel III.
    Capabilities and Themes
    • Basel II (Credit-, Market risk, etc), MtM Valuation engines, Economic Capital and Operational Risk and Solvency II analysis and program management
    • 76. Risk approaches to Risk governance, modelling, quant services and validation
    • 77. All consultants are GARP FRM certified – or working on it
    Copyright © 2011 Capgemini. All rights reserved.
  • 78. Through our thought leadership, we continuously developin-depth sector expertise
    World Retail Banking Report
    World Insurance Report
    Providing a vision on developments in retail banking and spotlight topics
    Brings further insight and thought leadership to important strategic issues facing the insurance market
    World Payments Report
    World Wealth Report
    Explores the paymentschallenges (such as PSD and SEPA) in the light of new market conditions
    A wordl leading industry benchmark for High Net Worth Individuals, Market Sizing and Addressing key industry issues
    Trends in Financial Services
    Our vision on how to deal with innovation and the challenges of the future
    22
    Copyright © 2011 Capgemini. All rights reserved.
  • 79. We share our experience, knowledge and market expertise with our clients
    The Economic Capital seminar is a recurring event. Each year we invite the risk managers ofour clients to this event. The event is both informative as well as a social networking event. An external and often international speaker is always invited. The event contains a number of presentations as well as interaction with the audience with the help of challenging propositions. The seminar addresses actual themes such as Economic Capital and Basel III.
    EconomicCapitalEvent
  • 80.
  • 81. THE DESIGN CENTERS OFFER YOUR COMPANY THE OPPORTUNITY TO ACHIEVE BETTER AND FASTER RESULTS IN YOUR DECISION MAKING PROCESS
    TRANSFER TO NEXT PROJECT PHASE
    MOBILISING PARTICIPANTS
    DESIGNSHOP
    CONTENT PREPARATION
    SPONSOR
    MEETING
    DURING ONE OR MULTIPLE DAYS, THE DESIGN CENTERS OFFER YOU A PROVEN SUCCESFULL APPROACH TO COME TO NEW INSIGHTS, SOLUTIONS AND DECISIONS IN AN ACCELERATED TEMPO.
    DOCUMENTING RESULTS
    DESIGNING AGENDA
    COORDINATE LOGISTICS
    GOALS
    PARTICIPANT
    KNOWLEDGE / INPUT
    ISSUES / BARRIERS
    NEAR REAL-TIME*
    DOCUMENTATION
    5-6 WEEKS
    3 DAYS
    1/2 DAYS
    AACCELERATED SOLUTIONS ENVIRONMENT
    The ASE is one of Capgemini's key differentiators. The ASE combines a patented methodology with a unique, open work environment to deliver large scale facilitated sessions geared at accelerating timelines, gaining alignment and mitigating risks.
    Copyright © 2011 Capgemini. All rights reserved.
  • 82. Digital TransformationOur 2011 Global Theme
  • 83. A new digital landscape is driving significant challenges and opportunities for the financial services sector
    We believe in the survival of the fittest in a new digital world of accelerated and unrelenting change. Our clients need a new type of consulting that is relevant in today’s world
    Multi-Channel Strategy
    Our mission is to transform your digital landscape. The new digital economy goes beyond technology, triggering a new wave of transformation in the way leaders and organizations do business. Drawing on our mastery of digital advances, information insight and business transformation, we design and deliver winning strategies that significantly improve the performance of our clients.
    Customer Segmentation
    Channel Contact Model Positioning
    Channel Functionalities
    Channel Contact Model
    Manage Channel Conflict
    Accelerating pace of adoptionYears needed for “mass adoption” (50 million users)
    Customer
    Customer
    Customer
    Customer
    Channel Migration
    Channel Integration
    Channel Optimisation
    Channel Introduction
    Channel
    Channel
    Channel
    Channel
    27