投资金融之 金融服务公司的战略伸缩性.docxVIP

Deloitte ResearchStrategic Flexibility in theFINANCIAL SERVICES INDUSTRYCreating competitive advantage out of competitive turbulenceA financial services industry study byDeloitte Consulting and Deloitte ToucheFormulating and implementing strategy has been about taking the long view. Buthow can one plan for a future that cannot be accurately forecast? In this report, weprovide a framework — Strategic Flexibility — that is designed to enableorganizations to prepare for what they cannot predict. Drawing on years of research,we present here a financial services industry perspective on how best to cope withand ultimately exploit uncertainty for competitive advantage.CONTENTSExecutive Summary 2Uncertainty in the Financial Services Industry 5Responding to Uncertainty 8The Strategic Flexibility Framework 13Implementing Strategic Flexibility 27Conclusions 31Endnotes 32About Deloitte Research 33About Deloitte Consulting and Deloitte Touche 34InsetsThe Genesis of the Strategic Flexibility Framework 6MA Strategies in the Financial Services Industry 11Scenarios for the Financial Services Industry 16Valuing Flexibility 22Royal Sun Alliance: Strategic Flexibility Case Study 26Program Management and Strategic Flexibility 28Executive SummaryThe complexity of the financial services industry can overwhelm anystrategist. Companies in the financial services industry (FSI) mustcope with multiple dimensions of change involving regulation,technology, globalization, new competitors and business models,capital market pressures, and constantly changing customerdemands.Worse, on all of these dimensions it is not merely theircomplexity that proves daunting, but the uncertainty surroundingthem. How will regulatory policy change, and what will theimplications of those changes be? What new technologies willemerge and how will they affect existing business models? Howwill the capital markets react to new strategic initiatives, and whatwill that reaction mean when it comes time to mak