银行业转型：新的议程

How leading banks are driving successfuloperational and cost transformation July 2025KPMG International About the Authors Nadia OrawskiHead of Financial Services Strategy Ben KilpatrickPartner, Financial Services Consulting Sara ForbesPartner, Advisory Owen LewisGlobal Lead for Banking Cost Jörg FehenbacherPartner, TransformationKPMG International, PartnerKPMG in Ireland KPMG Australia KPMG in the US Transformation ServicesKPMG in the UK Financial ServicesKPMG in Germany Nadia leads the KPMG Financial ServicesStrategy practice in the US. In this role,she is responsible for overall clientservice, go-to-market efforts, people andinnovation across the Financial ServicesStrategy practice. Nadia has over 20 yearsof experience and has spent her careerfocused on helping her clients and teamsdeliver significant value from M&A andTransformation in buyside, sellside, andorganic growth environments. Ben is a Partner in KPMG Australia’sFinancial Services Consulting Practice.Ben specializes in the design anddelivery of large-scale programs focusedon delivering improved customer andefficiency outcomes for his clients. Asan experienced delivery practitioner, Benhas led a number of enterprise-wide andfunctional-focused cost transformationprograms in the banking and capitalmarkets sector - including: globalworkforce strategies and use of onshore/offshore delivery models; digital-firstoperational transformations in retailbanking; and discrete functionalprograms including channel strategy andexecution, customer service delivery andcomplaints management. Jörg Fehrenbacher is responsible for“Process Excellence” at FinancialServices. The graduate economistand business economist hasextensive knowledge of all issues inthe process optimizationenvironment. This covers both theentire value-added and supportprocesses of financial servicescompanies. In his more than 17 yearsat KPMG, he has also specialized inE2E optimization, processmanagement, robotics, ICS and sfO.In addition, Jörg Fehrenbacher hasbroad experience in setting upgovernance structures for a widerange of financial service providers. Sara is a Partner in theTransformation Services team withdeep experience in FinancialServices in-house at Northern Rockand RBS an as a consultant. Sarahas significant experience in leadinglarge scale global transformationprograms. She has great energy andleads her teams with passion andenthusiasm. She is skilled inbusiness advisory, operationalexcellence and strategydevelopment. Owen leads Cost Optimization in FinancialServices globally. Owen has over 25 years ofconsulting experience, 10 of which were inglobal roles at Toyota and the remainderleading transformation programs acrossFinancial Services. This has ranged fromenterprise-wide transformation, costoptimization in functions such as Operations,Technology, Risk, Finance and CustomerFacing channels, and helping clients delivervalue across products and services in amore efficient and effective way. A leader in M&A and transformation,Nadia has been responsible for deliveringlarge-scale, global, and complex projectsin M&A environments, assessingorganizations, and developing andimplementing M&A and value creationstrategies across business functions inBanking, Capital Markets, Fintech,Payments, Insurance and Private Equity. Owen holds a Ph.D. in the application ofDeep Learning capabilities to FinancialServices and regularly advises and supportsFS clients use AI and Gen AI in theirbusinesses to drive efficiency, effectivenessand better customer outcomes. Contents Foreword04 06Growth amidstuncertainty 12 Prioritizing productivityand profitability Methodology30 Foreword to help bank CEOs, CFOs, CTOs and transformation leaders byproviding a clear and practical guide to delivering sustainableoperational and cost transformation. Operational and cost transformation is at the topof the banking agenda as they navigate a complexlandscape of economic pressure, rising competition,and rapidly evolving customer expectations. Withtighter margins and increasing regulatory demands,banks are turning to digital technologies, automationand AI to streamline operations, reduce costs, andenhance service delivery. Yet many banks struggle todeliver on their transformation objectives. This reportexplains why and — more importantly — how leadingbanks are achieving success. Based on a survey of more than228 banking On behalf of KPMG’s global organization of banking professionals,I encourage you to contact your local member firm to learn moreabout the findings of this report or to discuss your own uniquetransformation challenges. Transformation never stops and neitherdoes KPMG. Contact us today to learn how we can help. leaders globally, this reportcombines data, experienceand insights to provide bankleaders and decision-makerswith a clear and value-drivenview of success. Based on a survey of more than 228 banking leaders globally, thisreport combines data, experience and insights to provide