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Article
2 minute read 17 November 2021


2022 BANKING AND CAPITAL MARKETS OUTLOOK


SCALING NEW HEIGHTS WITH PURPOSE

2 minute read 17 November 2021

MARK SHILLING

United States

×


MARK SHILLING


PRINCIPAL | DELOITTE CONSULTING LLP

Mark is a Deloitte vice chair and leads the Banking & Capital Markets practice
in the US. He is responsible for all industry services, solutions, resources,
and ecosystem alliances across Deloitte’s business groups. Previously, he was a
member of the US and Global Finance Transformation leadership team focused on
delivering and advising on large scale change agenda for the CFO, CRO, and CDO
within financial services. Mark has a technology background and brings more than
24 years of experience helping clients deliver large scale/global programs to
drive efficiency and effectiveness in areas of cost reduction, operational risk,
performance management, asset efficiency, and regulatory reporting.

   
 * mshilling@deloitte.com
 * +1 973 602 5218
   
 * 

ANNA CELNER

Switzerland

×


ANNA CELNER


MANAGING PARTNER, GLOBAL

Anna is the Global Banking & Capital Markets Practice Leader for Deloitte, with
the responsibility for setting and executing the global banking strategy. In
this role, she leads strategic client portfolio, go-to-market strategy, and the
coordination of Deloitte's global network to help banking clients address their
strategic priorities and respond to regulatory, technology, and growth
challenges. Anna is also responsible for managing the global relationships of
the Swiss firm, bringing the power of Deloitte's global expertise and insights
to Swiss clients. She is a Vice Chairman of Deloitte UK and the global lead
client service partner for a major financial services organisation. She has been
a member of the Swiss Executive team since 2010 and has over 25 years of
experience serving financial services institutions in Europe and the US.

   
 * acelner@deloitte.ch
 * +41 58 279 6850

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2022 BANKING AND CAPITAL MARKETS OUTLOOK

by
   
 * Mark Shilling
   
 * Anna Celner

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Banks are at a make-or-break moment.

The pandemic was the ultimate gut punch, testing banks’ resilience in unforeseen
ways. Yet, they are emerging stronger. And they now have a newfound conviction:
They can overcome almost any challenge that comes their way.

But how can they channel this new energy to scale greater heights?

Before embarking on this journey, banks should take account of the tectonic
shifts reconfiguring the global financial system: phenomenal growth in
digitization, convergence of industries, fusion of technologies, proliferation
of increasingly intertwined ecosystems, and the blurring of product constructs.

Look no further than the explosive digital assets market. The new financial
architecture created by digital assets will have profound consequences for banks
by revolutionizing how money is created, transferred, stored, and owned.

Simultaneously, powerful undercurrents are forcing banking leaders to reckon
with the never-before-seen challenge of redefining the workplace and how work is
done. To complicate matters, they are grappling with several upheavals in the
workforce, not least of which is the escalating war for talent. Employees, for
the first time in decades, appear to have the upper hand, especially in
sought-after positions.

Learn more
 * Read all of the 2022 financial services outlooks
 * Join our banking and capital markets outlook Dbrief
 * Explore the Financial services collection
 * Learn about Deloitte's services
 * Go straight to smart. Download the Deloitte Insights app

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Meanwhile, even though digital transformation is going ahead at full speed,
these efforts tend to be incremental, localized, and fragmented, resulting in a
pervasive and pernicious “technology trap.” This is preventing many banks from
realizing the full potential of their investments.


Bank executives also have a clear opportunity to lead the creation of an
authentic, differentiated identity that embeds higher purpose. In addition, many
banks have yet to turn their commitments to environmental, social, and
governance (ESG) concerns into concrete action. They can alter the trajectory of
climate change by taking the lead in climate finance innovation, something
sorely needed to help transition companies, industries, and countries to a
net-zero world. And then, there are gender and racial inequities, and gaps in
financial inclusion where there is an opportunity for the industry to continue
to step up to support the communities they operate in.

Certainly, there are many other hurdles to overcome.

But the window for decisive action is closing soon. Now, more than ever, banks
should be bold and aggressive in orchestrating change at the pace and scale that
will drive results.

This report analyzes various challenges and opportunities facing banks, as shown
in figure 1.

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We hope you feel inspired and emboldened to take action to ensure that
institutions can thrive in the new, exciting financial system of tomorrow.

Download the full 2022 banking and capital markets outlook to learn more.


ACKNOWLEDGMENTS

Coauthors Val Srinivas, Jill Gregorie, Richa Wadhwani, Samia Hazuria, Abhinav
Chauhan, Rob Bradley and contributing analyst Shivalik Srivastav wish to thank
the following Deloitte client services professionals for their insights and
contributions:

Zach Aron, principal, Deloitte Consulting LLP

Scott Baret, partner, Deloitte & Touche LLP

Robert Contri, principal, Global Financial Services Industry leader, Deloitte
Services LP

Peter Firth, managing director, Deloitte Touche Tohmatsu

Rob Galaski, vice chair & managing partner, Financial Services, Deloitte Canada

Sylvia Gentzsch, senior manager, Deloitte GmbH

Edna Kamara, managing director, Deloitte Services LP

Howard Kaplan, partner, Deloitte & Touche LLP

Jean-Francois Lagasse, managing partner & Financial Services industry leader,
Deloitte Switzerland

Taryn Mason, senior consultant, Deloitte Canada

David Myers, partner, Deloitte Touche Tohmatsu

Raman Rai, partner, Deloitte Canada

Michael Tang, partner and head, global digital transformation for Financial
Services, Deloitte Canada

Neil Tomlinson, partner, Deloitte MCS Limited

Aaron Turenshine, partner, Deloitte Tax LLP

Economics

Daniel Bachman, US economic forecaster, Deloitte Services LP

Talent

Susan Hogan, senior manager, Deloitte Services LP

Margaret Painter, principal, Deloitte Consulting LLP Customer and marketing

Ryan Alderman, principal, Deloitte Consulting LLP

Gina Primeaux, principal, Deloitte & Touche LLP

Jonathan Valenti, principal, Deloitte Consulting LLP

Technology

Gys Hyman, principal, Deloitte Consulting LLP

David Jarvis, senior manager, Deloitte Services LP

Diana Kearns-Manolatos, senior manager, Deloitte Services LP

Jeff Loucks, managing director, Deloitte Services LP

David Schatsky, managing director, Deloitte LLP

Chris Thomas, principal, Deloitte Consulting LLP

Finance

Bradley Niedzielski, partner, Deloitte & Touche LLP

Risk and Compliance

Alex Brady, principal, Deloitte & Touche LLP

Thomas Nicolosi, principal, Deloitte & Touche LLP

Bob Walley, principal, Deloitte & Touche LLP

Cyber Risk and Financial Crime

Julie Bernard, principal, Deloitte & Touche LLP

Mark Nicholson, principal, Deloitte & Touche LLP

Michael Shepard, principal, Deloitte DTBA

Sir Rob Wainwright, partner, Deloitte Risk Advisory BV

Fintechs and Bigtechs

Irena Gecas-McCarthy, principal, Deloitte & Touche LLP

Monica Lalani, principal, Deloitte & Touche LLP

Richard Rosenthal, principal, Deloitte & Touche LLP

M&A

Maximiliano Bercum, principal, Deloitte Consulting LLP

Liz Fennessey, principal, Deloitte Consulting LLP

Corey Goldblum, principal, Deloitte DTBA

Matt Hutton, partner, Deloitte & Touche LLP

Jason Langan, partner, Deloitte & Touche LLP

Nadia Orawski, principal, Deloitte Consulting LLP Sustainable Finance

Ricardo Martinez, principal, Deloitte & Touche LLP

Kristen Sullivan, partner, Deloitte & Touche LLP

Hans-Juergen Walter, partner, Deloitte Consulting GmbH

Digital Assets

Linda Pawczuk, principal, Deloitte Consulting LLP

Richard Walker, principal, Deloitte Consulting LLP

Cover image by: Willy Sions


TOPICS IN THIS ARTICLE

 * Emerging technologies,
 * Digital Transformation,
 * Social responsibility,
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