驾驭伟大的转折点：CIB如何崛起以应对新的压力和新的参与者

How CIBs can rise to meetnew pressures and new players 08 03 04 Executive SteeringCommittee Executive summary Foreword Table ofcontents 20 30 10 Reimagine the growth journey:Become a client-centriccapability orchestrator Navigate the shiftsreshaping the industry Innovate boldly to unlockreal, transformative change 44Conclusion 46Methodology 48 Partner with Capgemini Corporate and investment banking (CIB) enters 2026 at a decisiveturning point. The industry is still on a growth trajectory, but themomentum we’ve seen in recent years is starting to level off. Andwhile performance is diverging sharply across regions, one point isclear: fewer than one in four corporate and financial clients believetheir bank is providing the integrated, real-time, personalizedexperiences they expect as standard today. A new CIB model is taking shape. It tells us that in the years ahead, themost successful institutions will operate as client-centric capabilityorchestrators, combining regulatory strength with secure, scalabledigital experiences. Reaching this future will take more than incremental, ad-hoc progress.Banks must redesign their end-to-end operating models, rebuildtheir data and technology foundations, scale AI responsibly throughtransparent, permissioned governance, and reimagine their talent andculture to get set for the AI‑enabled era. Non‑banks and fintechs are scaling at speed, and expectationscontinue to rise. For incumbent banks, aging technology,tougher cyber-resilience requirements, and expanding data andcompliance demands are squeezing margins and crowding outinvestment capacity. Foreword In this report, you’ll find the insights and guidance you need to chartthat path and seize the opportunities ahead. Firms that act now willdefine the next decade of CIB leadership. The decisions made todaywill not only shape future performance – but long-term relevance,resilience, and success. For legacy players, the stakes are rising fast: diminishing clientrelevance, growing gaps in performance, and a competitive landscapebeing reshaped by digital‑first rivals built for speed and agility. But this inflection point also presents an opportunity. Institutionspursuing bold, foundational change are beginning to pull ahead –modernizing their technology architectures, strengthening theirecosystem partnerships, redesigning their operating models, andembedding Artificial Intelligence (AI) across their businesses. Theseearly movers are already seeing tangible benefits, including deeperclient engagement, higher fee income, faster, more automatedonboarding and servicing, richer analytics, and a materially lower costto serve. Kartik Ramakrishnan CEO Financial Services, CapgeminiMember of Group Executive Board Executive SteeringCommittee The Executive Steering Committee participants for our World Corporate and Investment Banking Report 2026 included top executives fromleading banks, other financial institutions, corporates, technology firms, and industry analysts. We’re grateful for their time, experience, andvision as they helped guide our report’s content. Banks Hubert de Lambilly Julius CarringtonManaging DirectorBarclaysInvestment Bank Ali El Hamidi Head of Global MarketsContinental Europe,Middle East and AfricaBNP Paribas Chief OperatingOfficer, GlobalFinancing DivisionCrédit Agricole Mohamed KallalaCEONatixis Karim HajjajiGlobal COO – CIBSantander Stefanie NichollsHead of Strategy,Commercial & InstitutionalNatWest Geoff Kot Frédéric ChanfrauManaging Director, Head of Platforms - CIBStandard Chartered Christophe LattuadaCOO of Global Banking& Investor Solutions andSponsor of AI for the GroupSociete Generale Technology,Transaction BankingTD Securities Executive SteeringCommittee Corporates Alex Duncanson Benoit CuignetSVP Treasury,Financing & IRSuez Matthieu Bouchery Head of GroupFinancing andTreasuryOrange Global Treasury and CashPerformance DirectorPernod Ricard Other financial institutions Steve HuffordSenior Managing Director andHead of Investment BankingRaymond James Guillaume LesageDeputy CEOAmundiAssetManagement Executive SteeringCommittee Technology firms and industry analysts Cormac DonohoeIndustry AdviserArmstrongWolfe Cyril Cymbler Brian CassinGlobal Head of CapitalMarkets SpecialistsAWS Head of FinancialServices EMEA &Global BankingDatabricks Maroun EddéPresidentMurex Philippe HenryChair of theAdvisory BoardKyriba Andrew BatemanExecutive VicePresident, LendingFinastra As for those who are slow to react? The fallout is clear: shrinking clientrelevance, mounting margin pressure, and widening performancegaps as competitors pull ahead – modernizing their technologystacks, redesigning their operating models, and strengthening theirpartnerships. As our foreword sets out: corporate and investment banking (CIB)entered 2026 at a strategic turning point. While revenues continueto increase, the revenue growth rate is slowing and performance isvarying around the world: