Investment banks have traditionally structured their operational activities along discrete business lines, which were traditionally split up by asset class and geography. However, over time, these operational activities developed into quasi-independent lines of business within the majority of Tier I and Tier II banks, each with their own unique sets of personnel and technology cost overheads that have slowly begun to weigh heavily on many banks from an overall revenues health and profitability perspective.
In this article, GreySpark Partners analyst consultant Oliver White reviews the current state of affairs in 2017 related to efforts by banks to undertake long-winding operational de-siloisation programmes in a bid to digitally transform their business models and to become fit for the future demands of the marketplaces across multiple asset classes and for accompanying client demands.
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