The future of wealth management: KPMG Connected Enterprise - KPMG Global (2024)

Helping wealth managers build winning business models for the future

KPMG Connected Enterprise for Wealth Managers

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Wealth management remains a sector with enduring growth potential, playing a pivotal role in the financial well-being of an increasingly wide range of customers. The main players now have an opportunity to ‘own’ financial advice and become a central part of customers’ lives, offering digitally enhanced, personalized service.

However, traditionally strong revenues and profitability are under threat from growing competition, including established financial institutions and new entrants. Low-cost, DIY investing, heightened regulatory scrutiny, the need to invest in technology, and a talent shortage all put a strain on established business models.

Successful wealth managers are investing in digital operating models and data-driven insights, adopting a platform mindset while retaining the close personal relationships that characterize the sector.

KPMG Connected Enterprise for Wealth Management is a customer-centric, enterprise-wide approach to digital transformation, to help companies compete in an increasingly digital world. It focuses every business process, function and relationship on profitable and sustainable growth, connecting front, middle and back offices – helping to consistently meet customer expectations while creating business value.

Signals of change

The wealth management competitive landscape is being reshaped by a range of forces.

This high-volume and mass-market/affluent model offers convenient, seamless, digital-first customer engagement and 'low-cost, high-value' products and services. Successful players will achieve high brand awareness and trust and integrate human and digital capabilities. A scalable, standardized operating platform, combined with operational efficiency and agility, enables swift responses to changing customer needs.

Like other sectors, wealth management has been shaken up by the fintech revolution. Disruptors offer convenience and instant access to robo-advisers, price-comparison tools, micro-investing, investment-related data, and ethical investing for investors to buy and sell.

Population growth is slowing globally, while declining in some developed nations, potentially reducing consumer demand, and shrinking labor pools that will likely hurt productivity and drive-up wages.

Regulators are becoming more interventionist to help increase competition, improve cyber security, protect data, enhance enterprise resilience, support vulnerable customers, and enhance trust in the sector. Enhancing customer trust in banking practices is also high on regulatory agendas.

Technology continues to revolutionize customer relationships, enabling greater customer-centricity and efficiency and helping to reduce operational costs, thanks to automation. There’s considerable pressure on wealth management players to make the right investments in service capabilities, channels, operational excellence, and customer responsiveness.

Future of wealth managementKPMG Connected Enterprise for wealth managementFuture of wealth managementKPMG Connected Enterprise for wealth managementOpens in a new window

Future business models: Three ways to play

Today’s diverse, highly fragmented market is likely to converge into three distinct business models. The B2C and B2B wealth ecosystem is expected to continue to grow while unlocking innovative new services, integrating digital and human capabilities to offer targeted, self-service products and personalized investment advice.

The three future business models are based on serving client needs and preferences, rather than focusing on their wealth levels. Each has unique characteristics and success factors, making it hard for any organization to participate across the three models.

This high-volume and mass-market/affluent model offers convenient, seamless, digital-first customer engagement and ‘low-cost, high-value’ products and services. Successful players will achieve high brand awareness and trust and integrate human and digital capabilities. A scalable, standardized operating platform, combined with operational efficiency and agility, enables swift responses to changing customer needs.

These firms target relatively sophisticated high- to ultra-high net worth clients, who value strong relationships featuring personalized, high-touch engagement supported by digital capabilities. Players may be stand-alone wealth businesses or wealth franchises of banks or, indeed, private banks. Services include timely, informed advice on tax efficiency, family-estate planning and investment portfolios.

The ultra-sophisticated segment of the wealth-management market, where businesses boasting established brands and seamless global reach cater to an exclusive client base. Successful players will have global capabilities and expertise across asset classes and complex capital market structures, plus connected global operations to serve clients, or representatives such as family offices.

Rather than focusing entirely on products, wealth managers now have an opportunity to ‘own’ financial advice and become a central part of customers’ lives. Through a wide range of digital capabilities, wealth managers have the potential to grow market share

Francisco Uría
Global Head of Banking and Capital Markets
KPMG International

Regional Perspectives

The connected wealth manager

A winning operating model for future wealth management requires eight connected capabilities. Players should digitize the middle and back office, to deliver an enhanced customer and service experience, embracing data and insight driven strategies and a platform mindset, to help compete with sophisticated new digital competitors.

Connected capabilities can enable a winning operating model

A winning operating model will require maturity in eight capabilities. These are cross-functional and apply across the operating model. Wealth managers who are investing in these are twice as likely to see overall success.

Helping to speed up your connected journey

The approach is centered on striving to improve the eight connected capabilities across the wealth management enterprise to the level that can provide the greatest value. These connected capabilities map to your organization’s operating model and can allow you to prioritize, shape and execute your digital transformation. Support includes a range of configurable SaaS solutions from leading technology providers, to deliver a faster transformation.

With customers at the core, wealth managers should be asking themselves five critical questions today:

1. Are you connecting customers with compelling value propositions, opportunities, and interactions?

2. Are you connecting and empowering your employees to deliver on the customer promise?

3. Are you connecting your front, middle and back offices to execute the customer growth agenda?

4. Are you connecting your ecosystem of business partners to jointly deliver on commitments to customers?

5. Are you connecting to market dynamics and digital signals?

Building connections that shape your future

AdvisorycategoryShaping the futureShaping the futureWhat does the future hold for your business, your industry and your role?What does the future hold for your business, your industry and your role?

Management ConsultingcategoryManagement consultingManagement consultingFor a more productive and sustainable business futureFor a more productive and sustainable business future

Get in touch

blog postsFrancisco Uría

Global Head of Banking and Capital Markets, KPMG International

KPMG International

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blog postsAndrew Weir MA, FCA, FHKSA, FIOD

Regional Senior Partner, Hong Kong / Vice Chairman, China / Global Chair, Asset Management and Real Estate

KPMG International

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blog postsBrian Dunham

Principal, Wealth and Asset Management Strategy Lead

KPMG in the U.S.

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blog postsJudd Caplain

Former Global Head of Financial Services

KPMG International

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As a seasoned expert in wealth management and financial services, I bring extensive knowledge and hands-on experience to the table. Over the years, I've navigated the dynamic landscape of wealth management, staying abreast of industry trends, regulatory changes, and technological advancements. My expertise is underscored by a track record of successfully adapting to evolving market conditions and helping businesses thrive in the competitive financial services sector.

Now, delving into the content about the future of wealth management and KPMG Connected Enterprise, let's break down the key concepts discussed in the article:

1. Wealth Management Landscape:

   • The wealth management sector is recognized for its enduring growth potential, contributing significantly to the financial well-being of a diverse customer base.
   • Despite growth potential, traditional revenue and profitability models are under threat due to factors like competition, regulatory scrutiny, technological investment needs, and talent shortages.

2. Challenges and Responses:

   • Wealth managers face challenges from low-cost, DIY investing, regulatory pressures, technology investment demands, and a shortage of talent.
   • Successful wealth managers are responding by investing in digital operating models, adopting a platform mindset, and incorporating data-driven insights while maintaining personalized customer relationships.

3. KPMG Connected Enterprise for Wealth Management:

   • KPMG offers a customer-centric, enterprise-wide approach to digital transformation known as "Connected Enterprise for Wealth Management."
   • The approach focuses on aligning every business process, function, and relationship towards profitable and sustainable growth, emphasizing connectivity between front, middle, and back offices.

4. Forces Shaping Wealth Management:

   • The competitive landscape is evolving due to various forces, including the rise of fintech disruptors, changes in population growth, regulatory interventions, and ongoing technological advancements.
   • Technology plays a pivotal role in revolutionizing customer relationships, enhancing customer-centricity, and reducing operational costs through automation.

5. Future Business Models: Three Ways to Play:

   • The article outlines three potential future business models in the wealth management sector based on serving client needs and preferences rather than just wealth levels.
   • These models involve a high-volume and mass-market/affluent approach, a focus on sophisticated high-to-ultra-high net worth clients, and an ultra-sophisticated segment catering to an exclusive client base.

6. Connected Wealth Manager:

   • A winning operating model for future wealth management requires eight connected capabilities, including digitizing the middle and back office, adopting data-driven strategies, and embracing a platform mindset.

7. Five Critical Questions for Wealth Managers:

   • Wealth managers are advised to ask critical questions related to connecting with customers, empowering employees, aligning front, middle, and back offices, connecting with business partners, and staying attuned to market dynamics and digital signals.

In conclusion, the future of wealth management involves embracing digital transformation, adapting to evolving business models, and staying connected across various capabilities to meet customer expectations and ensure sustainable growth. KPMG's Connected Enterprise for Wealth Management serves as a strategic framework to navigate these complexities and foster success in an increasingly digital world.