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The slide uses a large photo of a person's face to evoke trust and human connection. It highlights key survey statistics regarding customer pressure and AI concerns.Banking Consumer Study 2025 · Accenture
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The slide uses a historical analogy (credit cards) to frame the current challenge of AI adoption in banking.Banking Consumer Study 2025 · Accenture
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The slide uses a 'Bright Money' case study to illustrate the 'advise first' principle.Banking Consumer Study 2025 · Accenture
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The slide uses a 'Reassure me' theme from a broader framework of customer engagement pillars.Banking Consumer Study 2025 · Accenture
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Banking: The future is backBanking: The future is back · Accenture
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Banking: The future is backBanking: The future is back · Accenture
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The slide uses a split-layout with text on the left and a stylized graphic on the right. It includes a specific client example (RBC).Banking: The future is back · Accenture
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The slide uses a dark, abstract background with a 'V' logo in the bottom left corner. It references specific industry examples like Revolut and HSBC.Banking: The future is back · Accenture
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The slide uses a high-contrast, abstract background with a photo of a professional working, likely representing the 'value' or 'data' aspect of the trend.Banking: The future is back · Accenture
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The chart shows a long-term downward trend in CIR, with a specific callout that 75% of analyzed banks reduced their CIR.Banking: The future is back · Accenture
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The slide is text-heavy, structured in three columns. It discusses the transition from digitizing processes to using GenAI for revenue generation.Banking: The future is back · Accenture
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The slide uses a bar chart to illustrate cost reduction trends and includes a testimonial quote from a banking executive.Banking: The future is back · Accenture
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33
The slide uses a stylized background graphic. The recommendations focus on talent, process re-engineering, front-line associate augmentation, and investment timing.Banking: The future is back · Accenture
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The chart highlights a trend where non-traditional services have grown as a proportion of total revenue for exchanges.Elevating the Exchange · Accenture
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The chart displays revenue distribution expectations for 1, 2, and 3 years out, showing a shift toward higher revenue shares from non-traditional services over time.Elevating the Exchange · Accenture
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The slide discusses the shift of stock exchanges from traditional listing/trading to data and analytics services.Elevating the Exchange · Accenture
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The chart illustrates a clear trend of data monetization becoming a larger share of total revenue over the decade.Elevating the Exchange · Accenture
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Elevating the ExchangeElevating the Exchange · Accenture
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Global Top 100 companies by market capitalisationGlobal Top 100 companies by market capitalisation · PwC
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Source: Bloomberg with PwC analysis. Footnotes clarify calendar year vs market cap dates.Global Top 100 companies by market capitalisation · PwC
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The table includes footnotes regarding data sources and definitions for the metrics provided.Global Top 100 companies by market capitalisation · PwC
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Data sourced from Bloomberg with PwC analysis; includes specific footnotes regarding methodology and alignment with ICB framework.Global Top 100 companies by market capitalisation · PwC
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Page 36 of a report. Contains text-heavy analysis of hydrogen market barriers and policy needs.Green Hydrogen: An assessment of near-term power matching requirements · IRENA
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Green Hydrogen: An assessment of near-term power matching requirementsGreen Hydrogen: An assessment of near-term power matching requirements · IRENA
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Rethinking the course to manufacturing’s futureRethinking the course to manufacturing’s future · Accenture
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Includes references to specific performance metrics (30-50% cost reduction, 40% energy reduction, 300M savings, 20% energy reduction achieved, 40% production time reduction).Rethinking the course to manufacturing’s future · Accenture
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The slide uses four horizontal bar charts to visualize survey data.Tech Talent Hiring Trends Survey · Accenture
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Uses the iceberg model to distinguish between visible functional requirements and deeper emotional drivers.True-Luxury Global Consumer Insights · BCG
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The slide uses a 'playing defense' vs 'playing offense' framing to contrast two strategic approaches.True-Luxury Global Consumer Insights · BCG
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True-Luxury Global Consumer InsightsTrue-Luxury Global Consumer Insights · BCG
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