current challenges about the global ey organization and ... · and solutions in banking &...
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Current challenges and solutions in Banking & Capital Markets
EY | Assurance | Tax | Transactions | Advisory
About the global EY organization
© 2015 | Ernst & Young Ltd | All Rights Reserved.
The global EY organization is a leader in
assurance, tax, transaction and advisory
services. We leverage our experience,
knowledge and services to help build trust
and confidence in the capital markets and in
economies all over the world. We are ideally
equipped for this task — with well trained
employees, strong teams, excellent services
and outstanding client relations. Our global
purpose is to drive progress and make a
difference by building a better working
world — for our people, for our clients and for
our communities.
The global EY organization refers to all
member firms of Ernst & Young Global
Limited (EYG). Each EYG member firm is a
separate legal entity and has no liability for
another such entity’s acts or omissions.
Ernst & Young Global Limited, a UK company
limited by guarantee, does not provide
services to clients. For more information,
please visit www.ey.com
EY’s organization is represented in Switzer
land by Ernst & Young Ltd, Basel, with
ten offices across Switzerland, and in
Liechtenstein by Ernst & Young AG, Vaduz.
In this publication, “EY” and “we” refer
to Ernst & Young Ltd, Basel, a member firm
of Ernst & Young Global Limited.
Contents
Introduction 4
New reality 6
Impact of VUCA on Banking & Capital Markets 10
1. Rethink the strategy 12
2. Transform business models 14
3. Integrate support functions 16
4. Adapt IT infrastructure and data management 20
5. Change the corporate culture 24
Implementing new regulatory requirements 26
Auditing in the new reality — assurance, prospects and added value 28
Your contacts 32
The financial services industry is in the midst of transformation toward a new reality.The whole picture must be understood, from every perspective. Those who do not adapt will be left behind.
4 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 5
Einleitung
There can be no question that the Swiss banking
industry is undergoing structural change. The
drivers of value creation in past years have
lost momentum: In an environment of ultra-low
interest rates and volatile financial markets,
Swiss institutes are grappling with new
regulatory requirements, efforts to increase
efficiency, more exacting customer expectations,
especially as regards electronic channels,
and scant growth prospects.
And it would be unwise to ignore that,
similar to banks, end customers also face
challenges that have likewise changed
and intensified. Yet structural change also
brings with it opportunities for those who
respond to the new environment intelligently.
Successfully implementing transformation
programs in response to structural change
poses a tough challenge to all institutes, one
that will put their performance capabilities to
the test. Of paramount importance is an eye
for the critical factors, an understanding of
the interrelations and a grasp of the strategic
implications for operations.
Backed by our integrated competences, we at
EY are passionate about helping our clients
succeed in the new reality!
Olaf Toepfer
Partner
Head of Banking & Capital Markets
Switzerland
6 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 7
The financial industry is undergoing a funda-
mental transformation process toward a
new reality. In the past, it was heavily based
upon the dollar, mainly controlled by the
western world and had low levels of automa-
tion and technology in its business processes.
In the rapidly approaching new reality,
the financial industry will be based upon
multiple currencies, with a multipolar
orientation and business processes that are
highly automated and digitized.
The drivers behind the current transformation
process are the shift in the geopolitical
power structure, demographic change,
changes in customer behavior, changing
values in society, technological advances in
social media and data management as well
as a sharp increase in regulation following
the financial crisis.
The current change process is shaped by
four factors: volatility, uncertainty,
complexity and ambiguity (or VUCA for
short). These forces are impacting all
financial institutions.
Business fundamentals are changing and
value chains are undergoing restructuring.
This is not an orderly transition; on the
contrary, what we are seeing is a seismic
shift that is generating instability.
This phase has already started and is set to
continue over the next ten years.
New reality
Current challenges and solutions in Banking & Capital Markets | 98 | Current challenges and solutions in Banking & Capital Markets
Volatility Uncertainty Complexity AmbiguityThe next few years will be marked by erratic changes.
The speed and extent of the shifts are increasing and it is
not possible to predict a trend or recognize a recurring
pattern. Challenges now appear suddenly, without advance
warning, and demand an immediate response. This increased
volatility is apparent in the price trajectory of commodities
and securities and the erratic development of the global
economy.
Increased volatility leads to greater uncertainty. The future
can no longer be derived from the past. During this period
of transition, future challenges can no longer be clearly
defined. Companies must expect surprises. They have to learn
to act without any certainty about future developments.
Increased connectivity and economic globalization are two of
several factors fueling complexity in the alignment and
leadership of companies. The wave of consolidation that can
be expected within the financial industry and the resulting
larger organizational units will also add to the complexity.
These changes — increased volatility, uncertainty and
complexity — ultimately engender ambiguity. The new reality
allows many interpretations. The significance of individual
events is no longer clearly identifiable and it is becoming
increasingly difficult to distinguish between cause and effect.
These developments heighten the risk of erroneous conclusions
and misinterpretation.
10 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 11
Impact of VUCA in Banking & Capital Markets
To survive in the rapidly approaching
new reality, institutions have to take an
interdisciplinary approach.
New regulatory requirements must also be
implemented and audits must increasingly
provide foresighted assurance and
generate added value.
One thing is clear in the current environ
ment: those who do not adapt will be left
behind. Companies must take measures in
order to master their entry into the digital
world. The corporate strategy must be
reconsidered and the business model
optimized. Changes in customer behavior,
pressure on margins and stricter regu
lations are forcing banks to reorient their
value chains. Banks need new ideas
and concepts in the new reality. And we
are not talking about gradual adjustments.
Rather, the sector is essentially facing a
paradigm shift. IT is a key strategic
element as a means of guaranteeing an
organization’s growth, scalability and
efficiency in the context of VUCA.
Integrate support functions
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
Rethink the strategy
Transform business models
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
Adapt IT infrastructure and data management
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
Change the corporate culture
12 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 13
In past decades, corporate strategies
were based upon a fundamental under
standing of value creation, the validity of
which has eroded over time. Financial
institutions must rigorously adapt their
strategy to a new reality. However, many
aspects of the future playing field are
not yet foreseeable. And companies must
be agile enough to respond quicker.
Specific aspects of the strategy have to
be reviewed more than once a year. In
addition, companies have to cope with an
unprecedented array of parallel strategic
priorities: implications of regulatory
changes, sustainable enhancement of
efficiency, profitable earnings growth and
a reorientation of the business model
to a new reality.
These developments put a company’s
performance capability to the test.
A strategic interpretation is key to
converting risks into opportunities, driving
ahead market consolidation, transforming
business models and optimizing the
value chain. Restructuring operations
and acquisitions will be core elements
of many corporate strategies in the
coming years. In the new reality, the
message is clearer than ever before: Get big, get niche or get out.
An isolated perspective does not help
our customers achieve their objectives.
This is why our strategy advisors
are fully integrated members of a
team, contributing the expertise that
is critically important for you on
subjects ranging from regulatory
aspects or operations and IT to
finance, tax and legal.
We also stand out from our competi-
tors because of our pragmatic,
results-oriented approach, offering the
benefits of our technical advisory
expertise combined with transaction
support skills.
EY’s strategy team can work with
you to help you adapt successfully to
the new reality.
Olaf Toepfer
Partner
Philipp Arnet Partner
Peppi Schnieper
Executive Director
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
Rethink the strategy
“The key strategic question is how institutes will adapt to the new environment.” Olaf Toepfer, Partner
14 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 15
Transform business models
Achim Bauer
Partner
Jörg Thews
Partner
A consequence of any strategic realign-
ment is that business models need to be
reconsidered and adjusted. Business
models that proved successful in the past
may not necessarily remain viable in
the new environment.
Given that not all financial institutions
have the same business models in place, it
follows that not all of them face the same
challenges. Yet they all have something
in common: Requirements as regards cost
and customers are intensifying. Companies
have to find ways of working toward
seemingly conflicting goals in parallel. In
effect, this means either increasing
efficiency while pursuing growth or reduc-
ing cost while investing in IT systems —
without losing sight of changing customer
behavior.
Cost Pressure on margins is increasing.
Companies have to produce more
costeffectively as revenue streams dry
up in traditional fields of business.
The future points toward more automation,
industrialization and standardization in
the core business. Companies are
breaking up value chains, increasing the
level of standardization and automation
of processes, relying more on centra
lization, scrutinizing distribution
channels, driving forward outsourcing of
certain functions and shifting other
functions from front to back office.
Customers More is needed to respond to
changing customer behavior. An ever
increasing variety of customer structures
is emerging. Galvanized by readily
available and transparent information,
consumer behavior is fundamentally
changing. Consequently, customer
touchpoints have to be adjusted. Relation
ships between customers and providers
need to be reshaped.
Digitization Companies that develop and
implement an integrated IT strategy will
capture competitive advantages: by
strengthening customer relationships and
the customer experience and by increas
ing operating efficiency while lowering
service cost. Technology is a critical
competitive advantage in this context.
The key prerequisites for future success
include a sharper customer focus,
the creation of new pricing and service
offerings and a review of the existing
portfolio as well as the simplification of
complex processes. The key to success
is to strike the best possible balance
between customers, costs and
digiti zation — with fewer, but better,
resources and processes.
EY’s knowledge of the entire peer group
and the benchmarks at all stages of
the value chain gives you a competitive
edge based on wide-ranging industry
models and backed by our many years of
experience.
Our integrated approach to business
optimization is based upon the underlying
factors of time, costs and quality within
your organization, with the aim of
identifying areas where sustainable optimi-
zation is possible. Put us to the test.
“The complexity of the entire value added chain
has to be trimmed.” Achim Bauer, Partner
16 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 17
Marco Amato
Partner
Marc Ryser
Partner
Rolf Geier
Partner
Integrate support functions
The control functions finance, compliance
and risk management have already
seen dramatic changes in requirements
since the start of the financial and
economic crisis, coupled with increased
expectations regarding cost efficiency.
Now, the new reality calls for a strategic
realignment of both control and support
functions. On the one hand, this will entail
a sustainable improvement in efficiency by
industrializing administrative and
transaction-based workflows, based upon
an approach to standardization, automa-
tion and outsourcing. Even more impor-
tant, however, are the requirements for a
change in the contribution that these
functions make to value creation, and an
entirely new type of cooperation between
the functions. In the new reality, strategic
planning, financial planning, capital
allocation, compliance, risk and liquidity
management must all be closely coordi-
nated with respect to critical aspects.
The new environment also requires
companies to make significant adjustments
to central support functions, especially
in the management of finance, risk and tax.
These three areas should not be consid
ered in isolation. Rather, they need to be
integrated into a consistent system,
enabling the functions to provide organi
zations with relevant information during
this period of uncertainty.
Finance Today’s advanced technologies
enable integrated and timely financial
reporting. As evidenced by the volatility
of markets, there are no safe havens left
today, be it in currencies, commodities or
elsewhere. Financial institutions must
understand these influences and factor
in their consequences in order to keep
pace with a rapidly changing market and
anticipate the corres pon ding ramifica
tions. Transparency of current indicators
is merely a starting point — leading players
are already able to forecast and plan in
real time using integrated programs. The
new paradigm in financial control is a “no
surprises” culture.
Risk transformation Today’s unprece
dented pressure from regulators (including
the delimitation of capital, liquidity and
management responsibility) is colliding
with eroding margins, efforts to improve
performance and cost cutting in the core
and noncore businesses. This is forcing
financial service providers to redesign
their risk functions (mandate, organiza
tion, guidelines, methodology, process and
control functions, data and culture)
in order to fulfil the requirements in this
rapidly changing environment.
Tax Demands on tax functions have
increased tremendously over recent years.
Globalization, rapid and widereaching
changes in the legal framework conditions,
greater transparency and shorter financial
close cycles are just some of the
challenges that tax managers face. The
financial and reputation risks are
increasing accordingly. In order to survive
this situation with scarce resources,
efficient and stable processes are required
along with taxspecific applications.
These applications relieve tax managers
from routine tasks and enable them
to concentrate on valueadding activities.
With our comprehensive approach,
we can support your transformation
program — from the business case through
to implementation.
Whether you are launching a reorientation
or harmonizing your various support
functions, EY is your partner of choice.
As one of your key strategic partners,
we ensure that you benefit from the “no
surprises” approach.
18 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 19
“Requirements for control and support functions will change fundamentally in the new reality.” Marco Amato, Partner
20 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 21
Adapt IT infrastructure and data management
Andreas Toggwyler
Partner
Davide Gobbo
Executive Director
The strategic importance of IT must
be recognized as a key production
factor. There must be a clearly defined
technology strategy at the heart
of every financial services company.
IT systems and harmonized data
management make it possible to
implement the necessary changes to
business models and processes with
agility and cost efficiency.
By integrating IT architecture and
implementing efficient data manage-
ment, financial service providers can
improve their agility and equip them-
selves to react to changes more quickly
and adequately. The integration of data
and application architectures remedies
some of the legacy complexity that has
developed over time. This approach will
simultaneously unlock opportunities to
tap into new business areas and improve
risk mitigation with the help of data and
intelligent analyses. Dynamic data that
can be collected and evaluated over
time is gradually becoming more
important than static data. Dynamic
data makes it possible to measure
customer behavior and to implement
new types of segmentation — offering
significant advantages for marketing,
sales and especially digitization.
Methods of this sort have already
become established in retail banking and
they are also emerging as a critical
success factor in the asset management
business. These new approaches
also open up the way to efficiently
supplying management and supervisory
authorities with the information they
require.
IT systems Current IT systems, often
legacy systems that have developed over
time, are in need of a thorough overhaul.
The growing mass of information and the
constant increase in cost pressure are
forcing institutions to examine possibili
ties for stepping up the joint use of key
resources. This calls for IT architecture
that allows standardization and industri
alization of business processes. Endto
end integration at application level is the
basis for a faster and more efficient
response to regulatory requirements.
Data management Data has a parti c
ularly significant role in the new
reality. The prerequisite for functional
data management is an integrated data
architecture that enables efficient
businesswide generation of standardized
analyses and reports from a variety of
perspectives. A comprehensive data
management concept is essential in order
to respond efficiently to regulators‘
increased requirements. This is why the
growing complexity of data management
calls for an expansion of data governance,
in order to ensure the integrity and
quality of data throughout the enterprise.
Analytical capabilities Changes in
customer behavior in a changing market —
due to digitization in particular — are
significantly increasing demands on com
panies‘ analytical capabilities. Processes
and technologies are needed that enable
forecasting of likely customer behavior
and the development of a customized
offering. The most common applications
include client segmentation, strengthening
customer loyalty, increasing turnover
and profitability, and credit scoring.
EY offers you a wide range of cross-
functional advisory services in the field
of digitization — from strategy to
implementation.
With our comprehensive approach, we
support financial institutions with the
transformation of their IT infrastructure
and with customer-centric data manage-
ment.
Whether you are launching a reorien-
tation or harmonizing your existing
solutions, EY is your partner of choice.
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
22 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 23
“Data and analytics play a decisive part in coping with the implications of VUCA.”Davide Gobbo, Executive Director
24 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 25
“A performanceoriented culture is not the result of corporate success — it is the decisive factor in that success” Jörg Thews, Partner
Changing the corporate culture
Corporate culture must be developed
and influenced over the long term in
order to attain effective implementation
of organizational objectives and to make
businesses more dynamic and adaptable.
In this sense, culture is even more
important than structure as a competitive
factor.
To achieve this, corporate goals, values
and desired behavior patterns must
be reviewed and transformed into actual
work practices and decision-making
principles in day-to-day working life.
A corporate culture that is successfully
geared to the goals calls for effective
and efficient implementation of the
strategy and organizational require-
ments as the outcome of the activities
and decisions of all employees.
At the end of the day, the necessary,
desired culture is not recorded on
paper — it is evident in everyday working
life and in daytoday dealings with
clients. Any deviations must be specifically
addressed and corrected using the
various mechanisms that are available.
This creates trust, which is of paramount
importance in the wealth and asset
management business. The conduct of
client advisors, for example, in their
regular interaction with customers is a
particularly critical factor here. The
desired behavior should not be controlled
primarily by checks and the threat of
sanctions, but by an understanding of
objectives and values, and by gearing all
the elements of the organization toward
supporting the implementation of that
behavior. To ensure a lasting transfor
mation, operational change must go hand
in hand with cultural change. Key target
groups must be defined for an adaptation
of the culture, and they must be involved
in determining the vision, the objectives
and the behavior patterns. If all the
main players and decision makers are
involved in initiatives to deal with specific
issues, cultural change will come about
spontaneously. A performanceoriented
culture is not the result of corporate
success — it is the decisive factor in that
success.
Let’s join forces to transform your
corporate culture into a competitive
advantage. Benefit from EY’s interna-
tional competence centers in Switzerland
and our wide-reaching experience with
peer group companies.
Our approach is designed to deliver
changes in corporate culture with direct,
measurable and lasting impact.
Pictograms for Strategic Solutions
Customer Protection
Capital Markets Reform
Tax transparency
Prudential Basel III
Recovery & ResolutionPlanning
Culture change
Business Optimization
Technology Enabled Transformation
Customer Agenda, Digitalization & Revenue
Strategic Change
Tax transformation
Enterprise Intelligence & Data Management
Finance Change
Risk & Actuarial Transformation
TAX
TAX
Jörg Thews
Partner
Eric Lefebvre
Executive Director
26 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 27
Implementing new regulatory requirements
Christian Röthlin
Partner
Philippe Zimmermann
Partner
IMD II, MiFID II, MiFIR, FIDLEG, EMIR,
PRIIPs, CRD IV, CRR, AIFMD, UCITS V +
VI, ELTIF, EuVECA, MAD II, RDR, FATCA
and Dodd-Frank Act — these are just a
few examples of the masses of abbrevia-
tions and acronyms that financial
institutes around the world have to
grapple with. Regardless of their size
and diversification, all businesses have
to negotiate their way through this
labyrinth of regulatory changes. Failure
to comply means risking sanctions
and fines.
Customer protection Financial service
providers must adapt to the new reality.
This also includes complying with the
tighter customer protection regulations
(e.g. FIDLEG, FINIG and FinfraG). In the
asset management business, the focus is
on the appropriateness and suitability
test. Regulatory reforms in the area
of inducements and retrocessions also
require a fundamental review of the
entire value chain from the perspective
of product development and sales.
Tax transparency Financial institutions
have recognized and accepted that there
is no way to bypass total tax transparen
cy. The implementation of different
initiatives to improve tax transparency
is, however, complex, not to mention
time and costintensive: taxable funds
are mobile and honest tax payers make
for more demanding customers. In
the future, banks in the offshore
business will be in direct competition
with other banks in the customer’s home
country.
Financial institutions must proactively
tackle the issue of tax transparency. The
key factors at customer level are FATCA
(the Foreign Account Tax Compliance
Act) on the one hand, and AEI (the
automatic exchange of information) on
the other hand. At company level, the
OECD has initiated BEPS (Base Erosion
and Profit Shifting); thus the trend
toward total tax transparency does not
stop at companies.
Regardless of whether national or
international regulations are involved,
we believe that an integrated approach
to present and future regulatory
changes will prove beneficial in the
long term.
Thanks to its globally networked
teams with their local roots, EY
maintains continuous dialog with
national and international authorities
and regulators.
We can deploy our wealth of experi-
ence to help you exploit synergies.
That is what makes us a strategically
important partner in preparing and
implementing these regulatory
regimes. Interdisciplinary teams with
extensive experience in the asset
management business are on hand to
offer you support.
“In the tax world, FATCA is no doubt the catalyst for
a massive increase in transparency — but it is
one tile in the overall mosaic. It is increasingly evident
that we are going to see a rising tide of regulatory
and tax initiatives in the coming years.” Marco Amato, Partner
28 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 29
Auditing in the new reality — assurance, prospects and added value
Patrick Schwaller
Partner
Stéphane Muller
Partner
Clarity, simplicity and certainty have
enormous value in the new reality of
increasing volatility, uncertainty,
complexity and ambiguity. These are the
very factors that make assurance and
trust possible. Ultimately, they are
the essential prerequisites for soundly
based analyses and sustainable
decisions.
A comprehensive audit offers far more
than a mere confirmation of compliance
with legislation, regulations or relevant
standards. It helps understand the
various financial reporting documents
such as financial statements, risk and
controlling reports or performance
reports, and to set them in the relevant
context. It provides transparency and
clarity with regard to the essential
business processes and the quality of the
control functions.
A comprehensive audit is futureoriented;
it provides impetus and benchmark
comparisons, and singles out relevant
opportunities and risks. In these ways, we
create added value for all the company’s
stakeholders and investors.
We focus our organization consistently
on the financial industry and we occupy a
leading position in the audit sector.
Our approach makes us a reliable and
trustworthy partner as we tackle the
challenges and future opportunities for
banks, insurers and fund companies,
day after day.
The EY service spectrum essentially
spans:
— Financial Audit
— Regulatory Audit
— Compliance Audit
— IT Security Audit
— Sustainability Audit
— Risk Assurance Services
— Investment Performance Services
— Financial Accounting Advisory Services
— Internal Audit
We are here to help you. Talk with us.
“Comprehensive audits reduce uncertainties and increase confidence — key requirements for good decisions.”Patrick Schwaller, Partner
30 | Current challenges and solutions in Banking & Capital Markets
“Change = opportunities. For you. For us.”Olaf Toepfer, Partner
32 | Current challenges and solutions in Banking & Capital Markets Current challenges and solutions in Banking & Capital Markets | 33
Marcel Stalder
Partner
Leader Financial Services
Switzerland
+41 58 286 31 11
Olaf Toepfer
Partner
Head of Banking &
Capital Markets Switzerland
+41 58 286 44 71
Rethink the strategy
Olaf Toepfer
Partner
+41 58 286 44 71
Philipp Arnet
Partner
+41 58 286 38 40
Peppi Schnieper
Executive Director
+41 58 286 37 03
Transform business models
Achim Bauer
Partner
+41 58 286 35 53
Jörg Thews
Partner
+41 58 286 35 67
Integrate support functions
Marco Amato
Partner
+41 58 286 83 80
Marc Ryser
Partner
+41 58 286 49 03
Rolf Geier
Partner
+41 58 286 44 94
Adapt IT infrastructure and data management
Andreas Toggwyler
Partner
+41 58 286 59 62
Davide Gobbo
Executive Director
+41 58 286 3503
Changing the c orporate culture
Jörg Thews
Partner
+41 58 286 35 67
Eric Lefebvre
Executive Director
+41 58 286 46 76
Implementing new regulatory requirements
Christian Röthlin
Partner
+41 58 286 35 38
Philippe Zimmermann
Partner
+41 58 286 32 19
Auditing in the new reality — assurance,
prospects and added value
Patrick Schwaller
Partner
+41 58 286 69 30
Stéphane Muller
Partner
+41 58 286 55 95
Your contacts