Our Work
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Environment, Social and Governance (ESG) Strategy
DBMC worked on two engagements to support the development of Deutsche Bank’s ESG strategy, as well as a regional ESG strategy. In both engagements, we worked alongside the Chief Sustainability Office and with senior stakeholders from the bank’s business and infrastructure divisions. We also helped design the target organization and governance model to assist with operationalization and implementation of the strategy
The Story
Since the end of 2019, DBMC worked closely with the Sustainability leadership team on developing a global strategy. In May 2020, Deutsche Bank unveiled an ambitious sustainability goal for 2025.
Our Approach
DBMC engaged with senior global, divisional, and regional leadership across the bank to understand their priorities, challenges, and expectations. We identified key strategic themes and objectives while ensuring divisional and regional strategies were aligned with the overall global strategy. After the strategy had been approved by Sustainability Committee in May 2020, DBMC helped design the buildout of the organization, program, and governance to oversee the implementation and ongoing evolution of the strategy for the bank.
Our Results
- Global ESG strategy underpinned by divisional and regional strategies
- Organization, operating model, program, and governance setup
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Corporate Bank (CB) Joint Venture
DBMC worked with a third-party partner to launch a joint venture for the Corporate Bank, allowing Deutsche Bank to further evolve its offering in the payments space. DBMC helped to shape the business strategy and developed a target operating model and financial plan for the business
The Story
Deutsche Bank sought to broaden its engagement with small and medium (SME) corporate clients through the development of a payment platform for client use (both in-store and online payments). To do this, the bank leveraged a joint venture structure combining Deutsche Bank’s capabilities and client network with our partner’s technology and product development capabilities.
Our Approach
DBMC worked in cross-functional teams consisting of team members from Deutsche Bank and the partner. DBMC developed a target operating model, sales strategy, and financial plans for the joint venture team to use for funding and investment decisions.
Our Results
- Joint venture was finalized, and the initial product offering was successfully launched
- Initial proposition and products target the needs of ~200K German clients in the retail, healthcare, restaurant, and hotel industries
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DE&I 35 by 25
DBMC was asked by the Management Board to help develop a strategic plan in collaboration with the DE&I function to operationalize Deutsche Bank’s gender diversity goal of women representing at least 35 percent of Managing Director, Director and Vice President positions across the bank by 2025. We worked closely with the DE&I team and members of the Board to define and articulate a strategic plan, build a business case for Board approval, and establish a program for implementation.
The Story
In the spring of 2021, the bank unveiled an ambitious gender diversity goal of women representing at least 35 percent of Managing Director, Director and Vice President positions across the bank by 2025. Following that announcement, DBMC was asked by the Management Board to help build and operationalize a strategic plan by the summer of 2021. A team was assembled to work closely with the sponsoring Management Board members to build the strategic plan.
Our Approach
DBMC adopted a collaborative workshop-style approach to engage with senior stakeholders from across the bank to understand and articulate the individual area’s goals and ideas, conducted a collective review, and developed prioritized themes to pursue against industry-leading practices and trends. The team then detailed each key theme into specific objectives, worked closely with different teams to understand the implications of implementation, and ultimately developed a strategic business plan and case to take to the Board for approval.
Our results
- Strategic plan
- Program structure and roadmap for divisions to implement
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Private Bank (PB) Digital Sales and Products
DBMC worked with the Private Bank (PB) to enhance Deutsche Bank’s offering of digital retail products following the acquisition of Postbank. DBMC conducted an E2E client journey process analysis and competitor benchmarking to identify opportunities or/and synergies for both brands. DBMC then derived measures and implementation roadmap to tactically increase digital sales revenues and optimize omnichannel experience.
The Story
Following the acquisition and integration of Postbank, DB was given the opportunity to learn from both worlds on sales approaches of digital products, in particular their integration into omnichannel approach (e.g. online to call center routing). DBMC was asked by the Private Bank to provide best practice analysis versus main competitors, support the development of a new digital strategy and identify opportunities to improve the digital experience and increase sales across all channels.
Our Approach
DBMC analysed the bank’s existing digital offerings, including historical sales funnel KPIs (e.g., Google & Adobe Analytics, conversion rates), marketing spent, and processing times. For benchmarking the Private Bank conducted competitor selection and digital products analysis to identify best-practice use cases and market standards. Comparison with market benchmarks helped to derive opportunities for product offering, UX optimization measures, synergies for re-use for both brands DB and Postbank. DBMC applied these inputs to build execution taskforce with IT and Business and helped to derive target concepts and related implementation roadmap.
Our Results
- Built view for digital market benchmarks and market best-practice use cases
- Provided strategic recommendations to expand Deutsche Bank’s digital presence
- Identified revenue & conversion measures for online and mobile product applications