As generative and agentic AI evolve beyond experimentation, a new category is emerging with strategic relevance for financial services: Agentic AI. Defined by its ability to reason, adapt and act autonomously across complex tasks, Agentic AI represents not just a technical advance — but a blueprint for reimagin
As financial institutions chart bold, multi-year strategies, many are discovering that vision is not the hard part — execution is Strategic Transformation Offices (STOs) are fast emerging as the answer to bridging that critical gap between strategy and sustained, scalable impact.
In a world of constant change, traditional business structures often struggle to adapt. This paper advocates for a fundamental shift: turning your organisation into a dynamic ecosystem that thrives on small-scale experimentation. By encouraging low-risk trials across the business, companies can generate critical learning, foster innovation, and build a culture of continuous adaptation.
Rather than relying on top-down decisions based on simplified models, the paper proposes empowering teams to "learn by doing". This experimental approach counters organisational inertia and enables responsive evolution in complex environments.
Developing a strong strategy can be challenging for top teams. This paper introduces a structured diagnostic workshop designed to help leaders assess their current strategic position. By guiding teams through six core questions, the workshop aims to create alignment, clarify direction, and identify key priorities for further strategic development.
The paper proposes a practical, evidence-based approach that builds consensus and focuses on understanding what customers truly value. It serves as a vital first step in designing a strategy that is both clear and actionable.
This paper explores how value is defined and perceived by different stakeholders—customers, suppliers, employees, and investors—and explains the importance of aligning business activities with investor interests. It distinguishes between use value and exchange value,showing how value is created by human capital, captured through transactions, and sometimes lost through inefficiency.
The paper proposes that recognising the varied roles of the firm—as both supplier and customer—is key to understanding how value flows through an organisation, and how to maximise it for long-term competitive advantage.
This paper provides a practical framework for identifying how firms can build the resources they need for future success. It draws on the resource-based view (RBV), dynamic capabilities, and organisational configuration theory to help leaders diagnose their current assets, understand how they were created, and decide how best to develop new ones.
The paper argues that strategy is not just about planning outcomes—it is about creating the right resource creation processes, shaped by a firm’s history, environment, and unique capabilities.
This paper presents a structured approach to strategy formulation based on the firms unique set of strategic assets. Grounded in resource-based theory, it guides executives through identifying which assets drive competitive advantage, how they align with market needs, and how to build on them to sustain profitability.
Rather than chasing generic goals, the paper encourages firms to focus on what makes them distinct—leveraging and developing assets that are rare, valuable, and difficult to imitate.
This paper challenges the conventional strategy-making process, arguing that traditional analysis falls short in today’s volatile and unpredictable markets. It proposes a flexible approach where the focus shifts from fixed plans to building adaptive capabilities.
Rather than defining exact paths forward, the paper suggests organisations should invest in sensing change early, reacting swiftly, and embedding adaptability into structures, culture, and decision-making.