By Bernadette Howlett, Insurance Leader and Strategy& partner
Share this article
Before I stepped on stage to open the Financial Services Council Summit this morning, I spoke with a few of the delegates. Their sentiments echoed those of many financial services leaders who I have spoken with in the past few months.
What I’m hearing is that there is a genuine commitment to prevent a repeat of past mistakes. Everyone is acknowledging that we need to rebuild organisations, rebuild morale and most importantly rebuild trust with stakeholders.
Of course, that’s easier said than done. The determination to make things better is certainly evident, but there are so many competing priorities demanding attention and investment. The only way through that is for financial services leaders to simplify their operations, services and products – and that can only be done with a deep understanding of purpose.
As an industry, and within individual organisations, we need to ask some trillion-dollar questions:
The answers to these questions will give leaders clarity about their organisation’s purpose. And clarity of purpose is, without doubt, what everyone in the industry needs now and in the future.
Throughout the remainder of the FSC Summit, I will be revisiting these very questions. Already, I’m forming the view that our primary societal and generational challenge is to reignite the growth agenda in our sector and support growth for our nation. In particular, we need to focus on:
The last of these is absolutely critical. We need to dramatically simplify our organisations if we are to overcome the incredibly complex set of challenges we face.
Simplification requires making choices, and making choices requires giving things up and making trade-offs. We’ve seen the start of this in the radical restructuring of banks and their operating models.
The benefit of such simplification is that Australians will have a clearer view of their wealth creation and management. Thanks to investments in digitisation, automation and AI we are already seeing progress in this area.
But there is still much to do.
We must also define what talent we require and secure that talent, in a world of changing demographics, organisational needs and employee expectations. We must drive innovation, and streamline operating models while aligning business portfolios to areas of sustainable comparative advantage.
We must do that while making deliberate and intentional progress on the fundamental capabilities which will determine success in the years to come: customer intimacy, process control, efficiency, innovation, technology and, most importantly, trust.
That’s quite a to-do list for any leader to tackle, which is why a clear sense of purpose is going to be absolutely critical in the months and years ahead.
© 2017 - 2020 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Liability limited by a scheme approved under Professional Standards Legislation.