1、Five drivers to power client-centric growth in wealth managementGETTING PERSONALCONTENTSExecutive summary 4Powering client-centric growth 5Leading practices in wealth management 6 Operationalizing client centricity 9Using the client lifecycle to prioritize investments 11Starting your client-centrici

2、ty journey 14Conclusion 162GETTING PERSONAL-Five drivers to power client-centric growth in wealth managementFOREWORDIn this report,we delve into the challenges and opportunities associated with embracing a client-centric model in the ever-evolving landscape of wealth management.We aim to provide ins

3、ights and recommendations that will empower firms to navigate this transformative journey successfully.The wealth management industry is undergoing a significant shift driven by changing client expectations,advancements in technology,and increasing competition.Clients now seek personalized experienc

4、es,transparent and timely advice,seamless interactions across multiple channels,quick and easy resolutions to queries,and a company that values their priorities.To remain relevant and competitive,firms must place clients at the center of their strategies,operations,and decision-making processes.At C

5、apgemini,we understand the importance of client centricity and its profound impact on firms growth,sustainability,and long-term success.Through our years of experience and deep industry knowledge,we have identified key drivers that can propel organizations toward a more client-centric model.These dr

6、ivers encompass client-facing elements,such as personalization,availability,autonomy,trust and credibility,and diverse offerings,as well as certain enablers to support a client-centric business model,such as technology,data,culture,strategy,and your operating model.In these past few months,we conduc