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An infrastructure shared is a problem halved: new opportunities for banks 

"A bolder approach – and one more likely to succeed – is to identify the optimum model to succeed in a Basel III, Dodd-Frank and EMIR world, and build towards it, accepting interim solutions only where absolutely necessary." ROLLO BURGESS, PA BANKING EXPERT
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Several factors are conspiring to put banks’ margins under extraordinary pressure. First, structural changes in the market are reducing profitability (for example by preventing margin netting). Second, Basel III and the regulatory actions of national authorities are increasing capital requirements. Third, big one-off charges associated with various ‘issues’ are translating into higher ongoing costs of compliance and control.   

These pressures will reduce banks’ available return on equity down to as little as 10% – as opposed to the 20% or so that was common in the boom years. And banks will have to be ruthless about costs even to get to that 10% ROE.  

Many have cut deeply already, so the more obvious savings are no longer there. In addition, savings from some of the big moves we have seen (for example exiting whole product areas, as UBS is doing in fixed income) will be hard to capture given shared service structures and the need to maintain coverage. As a result, banks need to explore bolder and more radical approaches to cost reduction.  

By questioning traditional assumptions about what they need to do themselves and by sharing services and infrastructure with other market players, banks can reduce cost, complexity and headcount. 

Identify services you could share 

A full-service investment typically provides a range of operational and supporting services that do not differentiate banks from their competitors – in fact differentiation here is likely to be unhelpful to customers who prefer standard workflows. The same capabilities are replicated at each major institution, with each carrying out essentially identical processes, often with the same software and tools. It makes sense to join forces with other companies in the same business and share those services and capabilities, as a number of firms already do in respect of retail banking operations (see the iPSL joint venture involving Barclays, LBG and HSBC). 

Don’t dismiss the idea of working with competitors 

If done correctly, even business-critical processes can be shared with competitors. Critical infrastructure is frequently delivered this way in other industries where competition is no less fierce: mobile telephone companies share masts, and airlines share logistical services.

Within the finance sector itself, there are already successful examples of competing organizations sharing infrastructure, for example in settlement services: CLS has operated successfully since 2002. The same model can deliver standardized operational processes to the market across a number of process areas, removing excess capacity and benefiting the industry as a whole.  

Recognize that many conditions for success are already fulfilled  

We aren’t claiming infrastructure sharing will be easy. Banks will need to collaborate intensively, and confront stakeholder resistance. That will depend on a purposeful approach and strong top-level sponsorship. 

However, many of the conditions are favorable. Current market conditions clearly provide the necessary ‘burning platform.’ Investment banks have a strong record of collaborating on initiatives that are important to the whole industry: a case in point is the development and expansion of clearing services for over-the-counter (OTC) derivatives markets over recent years. 

The financial services industry stands to gain substantial benefits from pooling operational services. Banks can increase ROE while focusing on competing with each other in areas where differentiation is possible and desirable. 

To find out more about reducing cost, complexity and headcount by sharing services and infrastructure with other market players contact us now.

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