《畢馬威：2023年全球銀行業首席執行官(CEO)展望報告（英文版）（14頁）.pdf》由會員分享，可在線閱讀，更多相關《畢馬威：2023年全球銀行業首席執行官(CEO)展望報告（英文版）（14頁）.pdf（14頁珍藏版）》請在三個皮匠報告上搜索。

1、While carefully managing current uncertainty and risk,banking leaders are increasingly focused on opportunities in a changing world.KPMG 2023 Banking CEO OutlookKPMG I value creation04Trusted purpose06Strategic planning priorities09Pulse of disruptive technology and generative AI11The way forward13E

2、conomic value creationStrategic planning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generative AIKPMG 2023 Banking CEO Outlook2 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights

3、 reserved.In this time of global economic and geopolitical movement,the worlds banking leaders are facing a myriad of complex challenges.Among them,considerable market uncertainty,impacting their customers financial health and behavior,heightened supervision and increased regulatory capital costs,an

4、d rapid technological disruption,with the two-sided coin of new opportunity and risk.Despite these challenges,CEOs remain confident in their three-year outlook and they are taking a purpose-led and proactive approach to build organizational resilience and pursue pragmatic growth.These are among the

5、high-level findings from the KPMG 2023 Banking CEO Outlook,in which we surveyed 142 banking CEOs,to collect their perspectives of their business and the economic landscape over the next three years.We gained deep insights from this diverse cohort of banking leaders,who represent countries in the Ame

6、ricas,Europe and Asia(60 percent from the US,UK,Canada and Germany),are spread across the retail,commercial and corporate banking sub-sectors,with 71 percent hailing from organizations with revenues from US$0.5-$9.99 billion.For example,while the findings indicate clear optimism in overall business

7、growth,they point to a shifting slate of concerns and risks,an evolving approach to strategic planning and leadership,and a rising focus on delivering sound ESG strategies,while balancing the opportunities and unknowns posed by fast-emerging generative AI.I invite you to delve deeper into these view

8、points in the following pages,as these global leaders share their thoughts on managing through a challenging landscape of economic,geopolitical,environmental,social and technological change.Francisco UraGlobal Head of Banking and Capital MarketsKPMG International Economic value creationStrategic pla

9、nning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generative AI3 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG 2023 Banking CEO Outlook 2023 Copyright owned by

10、one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.While the 2023 CEO Outlook reveals widespread confidence in growth among banking CEOs,their convictions have weakened year-over-year.For example,while confidence in growth pr

11、ospects for the global economy over the next three years saw a marginal decline,from 72 percent to 70 percent,confidence in their industrys growth prospects declined significantly,from 84 percent to 76 percent.Similarly,CEO confidence in their companys growth over the next three years,fell from 82 p

12、ercent to 76 percent.This dampened confidence can be linked to the growing acceptance that political uncertainty,and predictions of short-lived,technical recessions in various markets,may prevail longer than forecasted a year ago.The main sentiment among bank CEOs is cautious optimism.They feel quit

13、e able to navigate current uncertainty,thanks to the steps taken in recent years to strengthen governance and risk management.With solid management capability,capital and liquidity in place,everyone is looking toward growth possibilities.Francisco Ura,Global Head of Banking and Capital Markets,KPMG

14、InternationalEconomic value creation18%6%76%2023ConfidentNeutralNot confidentGrowth prospects for the industryLevel of confidence CEOs have in the following over the next three years:Strategic planning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generative AIEconomic v

15、alue creationKPMG 2023 Banking CEO Outlook4 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Possibility of rising interest rates and tightening monetary policies prolonging any potential recessionAl

16、though 80 percent of CEOs indicated a belief that rising interest rates and persistent inflation policies could prolong any potential recession,they expressed confidence in their organizations outlook,with 89 percent forecasting positive earnings per year for the next three years,compared to 96 perc

17、ent in 2022.They exhibited stable year-over-year confidence in their banks headcount growth,with 87 percent anticipating internal hiring in the three years ahead.Disagree5%15%80%NeutralAgreeEyeing top risks to growthWhen asked to indicate the single largest risk to their organizations prosperity ove

18、r the next three years,a resounding 79 percent stated the cost of living.This reflects leaders realization that both their customers and their workforces are dramatically impacted by current economic conditions,resulting in both stalled borrowing and investing volumes,and significant wage inflation

19、as the banks compete in a tight labor market to find and retain talent.Not far behind in the rankings of largest risks,CEOs listed disruptive technology(76 percent),regulatory demands(74 percent),talent(74 percent)and cybercrime(71 percent).A year-over-year comparison of CEOs perceived greatest risk

20、s to company growth suggests a shift in priorities among these executives.In particular,political uncertainty and emerging/disruptive technology risk moved up to the top ranks as major threats to banking,no doubt due to current geopolitical concerns.The rising profile of Generative AI and other tech

21、nologies could also explain CEOs increased concern over cyber security and operational risk.In contrast,concern declined notably from 2022 in regard to previous hot-button issues such as interest rates,reputational/brand risk and return to territorialism.Single most pressing concern for organization

22、s today Cost of livingDisruptive technologyRegulatory demandsTalentCyber crime and cyber insecurity79%10%11%76%6%18%74%7%19%74%10%16%71%14%15%AgreeNeither agree nor disagreeDisagree0%20%40%60%80%100%Strategic planning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generat

23、ive AIEconomic value creationKPMG 2023 Banking CEO Outlook5 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Despite challenging economic conditions,and often polarizing discourse surrounding the ter

24、m ESG,banking CEOs continue to invest in this area.While they remain committed to honoring their banks trusted purpose,they are taking a more outcomes-based approach,with a focus on value creation and return on their investment.This viewpoint reflects bankers growing realization that they cannot ign

25、ore ESG,in light of both mounting regulatory requirements and the sizable economic opportunities that will emerge in the unfolding transition economy.With an appreciation that an ESG strategy has become a requirement of their organization,63 percent of CEOs stated that they believe ESG is now fully

26、embedded into their business as a means of value creation.They also expressed the view that their ESG strategy will have the greatest impact on building customer relationships(29 percent),shaping capital allocations,partnerships and M&A strategy(20 percent)and driving financial performance(17 percen

27、t).In fact,53 percent of those surveyed believe that they will see a significant rate of return on their ESG investments within three to five years,and 25 percent foresee that return in less than three years.These findings may correspond to recent efforts by many banks in mature markets to invest in

28、 ESG data capabilities and systems integration,enabling them to embed sustainability into the normal course of business decision-making,rather than treat it as a bolted on reporting obligation.Building customer relationshipsShaping our capital allocation,partnerships,alliances and M&A strategyDrivin

29、g financial performanceAttracting the next generation of talentBuilding our brand reputationStrengthening employee engagement and employee value propositionDriving total shareholder return29%20%17%14%10%6%5%Impact of ESG strategyTrusted purposeEconomic value creationStrategic planning prioritiesThe

30、way forwardPulse on disruptive technology and generative AITrusted purposeKPMG 2023 Banking CEO Outlook6 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Challenges on net-zero journeyAlthough CEOs s

31、hare a solid commitment to ESG,they acknowledged the barriers they face in attaining their net-zero or similar ambitions.Almost a third(28 percent)of survey participants stated that the greatest obstacle to doing so is either the complexity of decarbonizing their supply chains(particularly their len

32、ding or investment portfolios)or the lack of skills and expertise to implement solutions.A similar percentage(27 percent)pointed to lack of appropriate technology solutions.This data reflects the fact that,while most banks have made net-zero commitments,they recognize that it is difficult to drive c

33、hange and measure their progress,due to interdependencies with the overall economy,the pace of regulation,intricacies of transition in many sectors,and clients readiness to begin the journey.Similarly,like employers across most sectors,banks struggle to source the necessary talent.In many cases,bank

34、s are now striving to train and upskill their existing workforce to develop the required ESG skills.That said,CEOs remain resolute in their focus as they point to the many downsides of failing to meet stakeholders ESG expectations.In particular,27 percent opine that they will suffer recruitment chal

35、lenges,and 17 percent feel that they will either encounter higher costs,face greater difficulty raising financing or be edged out by competitors.Its encouraging that ESG is top of mind among bank CEOs since they must make investments today that can pay over longer horizons.With a growing viewpoint t

36、hat banks must eventually make all finance sustainable,they need to engage with customers to help them on their transition journey.To do so,banks must deeply hardwire ESG into their organization,think beyond short-term regulatory demands,to help achieve maximum compliance with minimum effort,and lon

37、g-term benefit.Richard Bernau,Global ESG Banking Lead,KPMG InternationalEconomic value creationStrategic planning prioritiesThe way forwardPulse on disruptive technology and generative AITrusted purposeKPMG 2023 Banking CEO Outlook7 2023 Copyright owned by one or more of the KPMG International entit

38、ies.KPMG International entities provide no services to clients.All rights reserved.With this ESG imperative in mind,most CEOs appeared confident that they can address multiple and diverse ESG priorities.Almost half(48 percent)said that they will be able to tackle these challenges simultaneously,whil

39、e 32 percent reported that they would emphasize their governance models and transparency protocols,in support of best practice reporting.These views suggest that,behind the scenes,many banks have made significant progress to prepare for impending public disclosure deadlines.Interestingly,a growing n

40、umber of banking CEOs are prepared to set an example to help drive social responsibility.Nearly three quarters(73 percent in 2023 versus 61 percent in 2022)said that they would take on a politically or socially contentious issue,even if their board was concerned about the risks of assuming such a pu

41、blic stance.Similarly,73 percent(63 percent in 2022)said they would divest a profitable part of the business that was damaging the banks reputation.Steadfast in D&I effortsBanking CEOs displayed a stable year-over-year commitment to Diversity&Inclusion(D&I).As in 2022,more than three-quarters(79 per

42、cent)of respondents in 2023 stated that gender equity in the C-suite will help them meet their companys growth commitments.Also,78 percent affirmed that,as business leaders,they have a responsibility to drive greater social mobility.Nearly two-thirds(65 percent)agreed that progress on D&I has moved

43、too slowly in the business world.2023202259%In-Office69%34%Hybrid24%7%Fully remote6%CEO expectations are also shifting somewhat in regards to their company work environment.When asked about traditional,office-based corporate employee roles,59 percent now envision those positions to be in-office(down

44、 from 69 percent in 2022),and 34 percent expect those roles to be hybrid(up from 24 percent in 2022).That said,86 percent of CEOs agreed that they are likely or very likely to reward those employees who make an effort to come into the office with favorable assignments,raises or promotions.Economic v

45、alue creationStrategic planning prioritiesThe way forwardPulse on disruptive technology and generative AITrusted purposeKPMG 2023 Banking CEO Outlook8 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved

46、.When asked about their top operational priorities for the next three years,an increasing number of CEOs highlighted their employee value proposition as a means to attract and retain the required talent.While CEOs have maintained a steady year-over-year commitment to improving the customer experienc

47、e and achieving organic growth,they showed a marked,declining focus on advancing the digitalization and connectivity of their companys functional areas.Banking CEOs also exhibited an understanding that todays uncertain business environment demands a finessed leadership style.Nearly half,or 48 percen

48、t,stated that“micro-level decision-making is required for success,”so that a CEO can respond quickly and confidently in time-critical circumstances.At the same time,74 percent agreed that,“a collaborative leadership style,with shared management and operational responsibilities enables greater succes

49、s.”This alludes to CEOs appreciation that,in the normal course of business,more diverse inputs,constructive collaboration and challenging perspectives will result in better decision-making for the bank.Top operational priority for CEOs to achieve growth objectives in 2023 is employee value propositi

50、on to attract and retain the necessary talent(29 percent).as compared to 20 percent in 2022.Advancing the digitization and connectivity of all functional areas witnessed decrease of 9 percentage point in 2023,compared to 2022.Additionally,11 percent CEOs believe that to achieve growth objectives imp

51、roving the customer experience and organic growth is of importance.This shift in priorities shows that banks around the world have been on this digital enablement journey for a decade now,and most of them are a long way down the path.At the same time,banking is still a people business and most banks

52、 realize that employees are their best asset to deliver the right client experience,so they must pursue strategies to acquire and retain talent in a tough labor market.Geoff Rush,Partner,Advisory&National Industry Leader,Financial Services,KPMG in CanadaStrategic planning prioritiesEconomic value cr

53、eationThe way forwardTrusted purposePulse on disruptive technology and generative AIStrategic planning prioritiesKPMG 2023 Banking CEO Outlook9 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.In add

54、ition,70 percent reported that ongoing uncertainty about the future has altered how they think about succession planning.This suggests that they are placing a greater focus on identifying,promoting and grooming the next generation of C-suite candidates.Paths to growthWhile most banking CEOs are disp

55、laying optimism about business growth and M&A potential in the next three years,their enthusiasm for inorganic growth is tempered somewhat,with many stating that they must first witness stable market conditions(28 percent)or the availability of financing(20 percent)before they prioritize inorganic g

56、rowth opportunities.Their renewed appetite for M&A suggests that,while many banks held back on in-organic growth over the previous 12 months amid market uncertainty,they still see strategic opportunities,either for market consolidation,acquisition of fintech players or selective business line expans

57、ion.Banking leaders also highlighted their priority areas for growth in the near term,with 54 percent ready to place more capital investment to acquire new technology,down slightly from 58 percent in 2022.An increasing number of CEOs(46 percent)expressed readiness to direct more capital investment t

58、o develop their workforce skills and capabilities,up slightly from 42 percent last year.Economic value creationThe way forwardTrusted purposePulse on disruptive technology and generative AIStrategic planning prioritiesKPMG 2023 Banking CEO Outlook10 2023 Copyright owned by one or more of the KPMG In

59、ternational entities.KPMG International entities provide no services to clients.All rights reserved.Business leaders across sectors are focused on investing heavily in disruptive technology and bank CEOs are no exception,since 73 percent agree that generative AI(gen AI)is the most important investme

60、nt opportunity for their company despite economic uncertainties.In fact,when asked to cite the top benefit of applying gen AI,they most often pointed to the promise of increased profitability,stronger fraud detection and cyber-attack response,and new product and market opportunities.Banking CEOs are

61、 also cognizant of the challenges associated with implementing gen AI,with more than half(55 percent)noting technological capabilities and AI skills and the cost of implementation(55 percent)being highly challenging.A majority also noted that ethical challenges and a lack of regulation within the sp

62、ace are highly challenging.That said,CEOs are highly optimistic regarding the benefits of gen AI,since 74 percent expect to see a return on investment within five years,and 23 percent are even more bullish,predicting a return within three years.This enthusiasm may be attributed to the fact that many

63、 banks have recently conducted intensive gen AI trials within their operations,from IT development to digitally-aided customer support.Many projects have achieved impressive results,suggesting that broader application can effectively augment and enable their worforces,bolster productivity and billow

64、 profitability.Personalized services/customer engagement6%Faster data analysis11%Increased innovation11%Fraud detection and cyberattack response18%10%Increased efficiency andproductivity(throughautomating routine operations)New product and marketgrowth opportunities15%2023Increased profitability19%J

65、ob creation10%Top benefit of implementing the use of generative Al in organizationLess than6 months6 months1 year13 years35 yearsMore than5 years1%0%23%51%25%Return on investment in the implementation of generative AIPulse of disruptive technology and generative AIEconomic value creationStrategic pl

66、anning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generative AIKPMG 2023 Banking CEO Outlook11 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Readiness for cyber-att

67、ackAlthough the 2023 survey shows that most bank CEOs feel well-prepared for a cyber-attack on their institution,its no surprise that that confidence has declined year-over-year in light of the increasing frequency of cyber-attacks on the worlds banks during 2023.While 66 percent of 2022 respondents

68、 said they were well-prepared for a cyber-attack in 2022,that number slid to 54 percent this year.Those describing themselves as under-prepared rose to 21 percent in 2023 compared to 10 percent in 2022.When asked why they feel under-prepared for a cyber threat,40 percent pointed to the increasing so

69、phistication of attackers,27 percent acknowledged a shortage of skilled personnel and 17 percent blamed a lack of investment in cyber defences.Fortunately,only a small minority(7 percent)reported that cybersecurity is not regarded as a business priority.Well-preparedNeither under-preparednor well-pr

70、epared25%Under-prepared21%2023Cyber attack readiness54%Economic value creationStrategic planning prioritiesThe way forwardTrusted purposePulse on disruptive technology and generative AIKPMG 2023 Banking CEO Outlook12 2023 Copyright owned by one or more of the KPMG International entities.KPMG Interna

71、tional entities provide no services to clients.All rights reserved.Reflecting on the overarching viewpoints and priorities of banking CEOs in 2023,several clear themes have emerged:While it is natural in this environment for bankers to prudently manage risk,at the same time it is important to recogn

72、ize that we are living in an unprecedented transition period,in terms of geo-politics,macroeconomic,technology and demographic factors,alongside energy transition and climate change.You must be brave enough to invest significantly in the things needed to help both your bank and your clients adapt,in

73、cluding digital technology,AI and ESG,because the world is going to be very different and you must be prepared for it.Francisco Ura,Global Head of Banking and Capital Markets,KPMG International The wayforwardReflecting on the overarching viewpoints and priorities of banking CEOs in 2023,several clea

74、r themes have emerged.Focusing on strategic growth Banking leaders maintain a positive outlook for the next three years with an underlying confidence in their growth momentum for their organization and an emphasis on digitalization and talent retention.With a strong appetite for M&A,if the right con

75、ditions arise,most are prioritizing expansion of their workforce skills and capabilities.And,in an admittedly more complex operating environment,CEOs are favoring a more collaborative and shared approach to leadership.Delivering on their trusted purpose With most stakeholders now expecting companies

76、 to have an ESG strategy embedded into their business models,bank CEOs appreciate the importance of investing to achieve their stated ESG and net-zero commitments,particularly in the areas of climate change and Diversity&Inclusion.Many are investing now to deeply hard-wire ESG across their business,

77、to go beyond compliance demands and reap a longer-term return on investment.Evolving view of the future of work As banking leaders recognize the need to welcome more diverse talent,develop and retain specialized skills,and model values-based work cultures,their acceptance of hybrid work models is ev

78、olving,although they do want to encourage greater in-office work to help foster team cultures,communication and collaboration.Bullish on gen AI,but mindful of challenges Survey participants expressed a strong enthusiasm for the benefits of generative AI and are prioritizing investment in these techn

79、ologies.While they are highly attuned to the challenges that arise in tandem with technology adoption,including the increased risk and frequency of harmful cyber-attacks,they expect a clear return on these investments and recognize the need to fortify their institutional safeguards.Economic value cr

80、eationStrategic planning prioritiesTrusted purposePulse on disruptive technology and generative AIThe way forwardKPMG 2023 Banking CEO Outlook13 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Metho

81、dologyAbout the KPMG 2023 CEO OutlookThe 9th edition of the KPMG CEO Outlook,conducted with 1,325 CEOs between 15 August and 15 September 2023,provides unique insight into the mindset,strategies and planning tactics of CEOs.All respondents have annual revenues over US$500M and one-third of the compa

82、nies surveyed have more than US$10B in annual revenue.The survey included leaders from 11 markets(Australia,Canada,China,France,Germany,India,Italy,Japan,Spain,UK and US)and 11 key industry sectors(asset management,automotive,banking,consumer and retail,energy,infrastructure,insurance,life sciences,

83、manufacturing,technology,and telecommunications).NOTE:Some figures may not add up to 100 percent due to rounding.2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG refers to the global organizatio

84、n or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a private English company limited by guarantee and does not provide services to clients.For more detail about our structure please visit

85、information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.Although we endeavor to provide accurate and timely information,there can be no guarantee that such information is accurate as of the date it is received or tha

86、t it will continue to be accurate in the future.No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organizat

87、ion.Throughout this document,“we”,“KPMG”,“us”and“our”refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.Designed by Evalueserve.Publication name:KPMG 2023 Banking CEO Outlook Publication

88、 number:139128-G Publication date:November 2023Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related Francisco UraGlobal Head of Banking&Capital MarketsKPMG InternationalE:furiakpmg.esRichard Bernau Global ESG Lead,Banking&Capital

89、MarketsKPMG InternationalE:richard.bernaukpmg.co.uk Geoff RushPartner,Advisory&National Industry Leader,Financial ServicesKPMG in CanadaE:geoffrushkpmg.caContactsPeter TorrenteGlobal Head of Audit,Financial ServiceKPMG International National Head of Banking,KPMG in the USE:Mark PriceGlobal Head of Tax,Banking and Capital MarketsKPMG InternationalE:Jitendra SharmaGlobal Head of Advisory,Banking and Capital MarketsKPMG InternationalE: