The new economy – digital and knowledge-based – is profoundly transforming service companies. Platform companies, artificial intelligence, sustainability laws and corporate responsibility, revolution of customer relationships, agile marketing… these are all opportunities to rethink business models and ways of working according to the specific challenges of each sector.
We work alongside our clients’ executives to help them gain the ability of anticipating and adapting while preserving/developing their distinctive strengths. Our ambition is to work with management committees to give meaning to the evolutions in progress, to think simultaneously strategy and execution, target and path, by making employees actors of the transformation. We address a wide range of topics: strategy and growth, competitiveness and operational performance, management and human resources, digital strategy, and acceleration – with original approaches, as a result of nearly 20 years of innovation, with the purpose of enabling sustainable performance.
Through our offices, we work all over the world in the service and financial sectors: banking, insurance, investment funds, energy & utilities, real estate, media, telecoms, leisure, tourism and catering.
(IFOP FBF survey – 2018)
Banking institutions are at the heart of the economy. In a context of major societal disruption, they must overhaul their model, particularly considering the rise of new players, such as GAFAs, FinTechs or other business sectors (telecommunications, distribution…). This profound transformation affects their portfolios, the business lines, the internal organization, and a managerial culture originally balanced between risk management and innovation.
Our know-how enables us to support general management of both banks and new players in defining their business models, to undertake the customer experience challenges in an increasingly digital environment, while preserving financial performance.
Banks deal with general management issues such as strategy and growth, competitiveness and operational performance, management and human resources, information systems strategy. Based on proven methodologies in different contexts, our approaches are always built with the clients, considering their assets and constraints.
Thus, we accompany local banking establishments, as well as international players. We are particularly active in retail banking, private banking, specialized financial services, corporate and investment banking, as well as corporate functions, providing our clients with solid business and transformation expertise.
Kea accompanied an investment bank in the creation of its retail bank in order to reduce the uncertainty of the group’s profitability, by diversifying its portfolio of activities. In close collaboration with the General Management, the model of the future bank was defined, based on benchmarking studies, competition, and customer trends. A business plan, basis for a decision-making presentation to the Board of Directors, was built to determine the return on investment
Kea assisted this consumer credit subsidiary in the framing of business needs using a customer relationship management tool, more particularly in marketing activities (campaigns and sales proactivities), with the ambition of deploying a single tool in more than ten countries with different economic contexts and business challenges
Controlling combined ratios, prudential changes, performance for all, new digital practices, launching new products… Insurers have always had to challenge themselves. So, nothing new under the sun?
Nothing new, perhaps, but the conditions under which the insurance business is conducted are changing considerably, due to the uncertain and unavoidable reconfiguration of the market, and due to the scarcity of a rare and expensive resource: employees!
Rare: it is challenging to find customer-oriented, digital, cooperative, and performance-oriented employees.
Expensive: the arrival of digital competition can reinvent the rules of the game without the constraints of the past.
Alongside with the company’s strategy, the transformation potential of each employee will enable companies to get out of this situation.
We embody the promise to make the transformation a reality in corporate cultures unused to change and uncertainty. By combining the mastery of transformation processes, a different perspective on management and knowledge of insurance markets, we believe that anything is possible. Since our creation, we have embodied this promise in all the key areas that shape the insurance industry, a sector that changes every day!
How do you create a successful strategic partnership between two leaders that have nothing in common? By developing an incomparable value proposition, by devising a tailor-made governance structure, by leveraging complementary strengths, by uniting teams and business communities… and by keeping the objective in mind
Since 2011, the insurer has made it one of its objectives to imbibe the lean culture. Following a reorganization program, the Networks Department is adopting this approach with a double challenge
CASABLANCA • DÜSSELDORF • HONG KONG • LONDON • LYON • MILAN • MUNICH • NEW YORK • PARIS • ROME • SÃO PAULO • STOCKHOLM • SYDNEY • VIENNE • ZURICH
R. Dr. Renato Paes de Barros, 714 – 113
Itaim Bibi – 04530-001
São Paulo – Brasil
Kea, a multi-specialist consulting group:
Kea & Partners
KeaEuclyd
Tilt ideas
Veltys
Kea Executives
Arkos
KeaPrime
Co
KLA Consultoria Ltda. 2023 | CNPJ 18.270.604/0001-13
