Banks’ strategies and business models | KPMG | CA

Banks’ strategies and business models: capital myths and realities

Banks’ strategies and business models

This paper unpacks six myths around regulation and their impact on banks’ strategies and business models.

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Knights of chess

Responding to regulatory policy and managing supervisory expectations continue to be high on the agenda at many banks. Banks must continue to manage the complex suite of new rules enacted – or still being formulated – by global, regional and national policy setting bodies, while also navigating an uncertain economic and competitive landscape.

This is complicating – and in some cases inhibiting – strategic, business model and operational decisions by banks that need to change their strategies and business models in order to address fundamental issues around profitability, viability and sustainability.

Regulatory reform should be nearing completion, but nine years after the start of the global financial crisis the pressures and uncertainties continue to constrain the ability of some banks to increase their lending in support of the wider economy. However, the extent of this differs significantly across countries and regions.

This paper unpacks six myths around regulation and their impact on banks’ strategies and business models.

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