KPMG in the UK embarked on a journey of transformation during 2013, in pursuit of our strategic goal to dominate professional services. Our Annual Review highlights how we bring real benefits to our clients, our people and society as a whole.
After seven years of turmoil, the banking sector can finally shift focus from cleaning up the debris caused by the financial crisis and start making steps towards delivering sustainable growth and profitability.
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Technology has revolutionised the day-to-day lives of individuals and organisations alike. But if we're to continue to benefit and to profit from it, and if we're to minimise the potential downsides, we're going to have make some choices.
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KPMG’s leadership blogs brings you insight, opinion and debate from our senior partners and industry experts.
Financial services certainly needed regulation, but not retribution.
While the recovery in this sector has been encouraging, it remains fragile - and when QE is withdrawn the world economy will enter unchartered territory. Broader economic issues could then come to the fore both at home and abroad.
There are other challenges too: how to cut costs, increase security, settle remediation charges and, somehow, prepare for the next crisis. There are also opportunities, including many new online technologies. And all of this must be managed by a mostly new generation of leadership within a constantly changing industry.
At KPMG we believe financial services businesses must be assertive and must go on the front-foot to adapt to this wholly new environment.
KPMG's Financial Services practice is focused on three core areas. Please click on the links below to find out more.
Reinvention of UK Banking highlights that, as the cost of remediation continues to dominate results presentations, banks face an uphill battle as they try to radically transform in a timeframe that is acceptable to all stakeholders.
Speaking at the annual British Bankers’ Association conference, KPMG’s EMA head of financial services, Bill Michael, outlined his vision of how global banking will change over the next decade.Read Bill's speech (PDF 2.61 MB)
With Anti-Money Laundering (AML) higher than ever on senior management's agenda, regulatory fines running into billions of dollars, and threats of criminal prosecution against banks and individuals, our Global Anti-Money Laundering Survey 2014 explores the ways in which organizations are preventing, detecting, and responding to AML risks.
Technology: as in every other business sector, financial services companies are having to respond to rapid and transformational developments in data, information and technology.
The insurance industry is moving beyond a mind-set of post-crisis retrenchment. As well as balance sheet strength, insurers are refocusing on sustainable profitable growth. However, they do so under the constraints of 'the new normal,' characterised by low interest rates and equity market volatility, which is challenging traditional business models.
To say that these are interesting times in the investment management industry would be an understatement. We sat down with more than 30 Chief Executive Officers from firms across Europe to gauge their thoughts on the state of the industry. The results were illuminating.
EMA Head of Financial Services
KPMG in the UK
020 7311 5292
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