Financial Sector

MENDHURST specialises in making strategic change successful in the financial sector. We have planned and managed successful projects throughout the value chain, from product design to front-line service. We bring that in-depth industry knowledge to projects, together with a flair for quickly turning strategic ideas into operational reality.

 
 
John Mendzela's worldwide work in central banking and financial services regulation provides insight on how to respond sustainably to the future strategic environment for financial services.  He integrates commercial and regulatory perspectives to understand why financial crises like the GFC happen and how financial services regulation and governance can be optimised.  Watch John's video on how to practically define and govern strategic change
 
John is available to financial regulators and financial sector clients for strategic management, governance and business change projects.  Download John's service profile for commercial clients, visit the Ideas for Business page, or go to the Central Banking page for further information on John’s services for central banks and financial regulators. 

 

Mendhurst's financial services clients span banking, life insurance, general insurance, personal investment services, product distribution, investor administration and funds management.The descriptions below outline a range of our projects:

Planned and facilitated strategy workshops to help financial service providers review their value propositions, adjust to market and regulatory change and take new opportunities.
Outcome: fresh thinking, understanding of change needs and specific strategic initiatives

Assisted a central bank strengthening its regulation of financial services to design and implement new prudential standards on governance.  Reviewed draft standards, facilitated industry consultation processes and presented customised training to regulated institutions.
Outcome: standards optimised for rigour and practicality, enhanced industry confidence in regulatory framework

Planned and project-managed rapid, comprehensive restructuring for a major insurer's head office of 250 staff: business and function analysis, process review, structure re-design, competency-based job design, new human resource strategies, new staff contracts, senior management selection
Outcome: one-third net staff reduction, modernised roles, value-adding business processes, management renewal

Developed fresh distribution strategies and concepts for a large financial services provider through revamp of agency concepts and design of new remuneration/reward systems
Outcome: clear change plan, modern contractual relationships, customer-driven incentives

Piloted and delivered a nationwide "re-build the vision and people" programme for all levels of management and staff at a restructuring and downsizing retail bank
Outcome: renewed staff commitment, more effective management-staff dialogue

Led a cross-functional internal team planning business development, process re-engineering, and job changes for a funds manager seeking competitive differentiation
Outcome: market re-positioning driven from competitive advantage, new initiatives and culture, committed staff, business growth

Conducted an independent review of business processes, information systems and stalled information technology developments for a large insurer
Outcome: quick efficiency gains, longer-term action plan, better project sponsorship and management

Reviewed marketing and sales function and activities for a large financial services administrator
Outcome: clear strategic direction, new service development and delivery structure, improved prospect targeting, better business acquisition processes

Managed a cross-functional project to adapt a large insurer's general and life insurance products for direct telephone distribution
Outcome: immediate direct product availability plus broader product simplification

Designed a transition path to new reward systems for an agency distribution force
Outcome: practical implementation timetable, balance between continuity and change

Facilitated provider-distributor negotiations on new business and product distribution arrangements to respond to market and regulatory change
Outcome: improved strategic alignment, framework for greater mutual independence, stronger incentives for market penetration

Extended front-line sales capability and commitment for a major bank through training in customer-driven selling techniques and business problem-solving
Outcome: independently verified sales increases, improved skills and motivation

Outlined future "e-business" directions for financial services administration. Articulated strategic paths and identified development projects for evaluation.
Outcome: focused projects combining short-term payback with longer-term strategic value

Designed a programme to "roll out" a new strategic plan to staff throughout a large bank
Outcome: identification of processes and behavioural changes needed to successfully deploy the strategy

Designed and delivered customer service training and mystery shopping for an NZ sharebroking company
Outcome: practical tools and frameworks for traditional and e-business processes, independent quality checks , improved and unified service delivery, writing and presentation

Presented regulatory and industry challenges and alternative strategic responses for participants in the financial planning industry
Outcome: practical strategic change paths for a range of industry participants

Confidential referees can be made available to prospective clients.