The banking industry has become a crowded one, with traditional banks being joined by neobanks, online banks and fintechs. This diversity reflects the accelerating pace of transformation in the banking and finance business, driven by a continual quest for efficiency, new safeguards imposed by regulators, and demand for security and systemic risk reduction. To manage these new transformations, organizations need to be agents of change and willing to consider a new perspective. Julhiet Sterwen is convinced that to get the most from this transition, banks should channel their efforts into imagination and drive, effective partnerships with new players and institutions, and viable new business models.

Playing a critical role in the energy transition and net-zero pathway, energy network managers must meet new, more complex needs faster while remaining efficient. Electric mobility, hydrogen, biogas, energy efficiency — beyond the energy value chain, the energy transition is becoming an issue for industrial companies, superstores and local authorities as decisions are made less centrally. The energy market shake-up is impacting organizations across the sector and beyond, from energy producers, network providers and energy transition technology specialists to major energy consumers. Expert teams combine sector expertise with data analysis skills to help clients ensure energy sovereignty, maintain industry access to competitively priced, decarbonized energy and protect their company from market volatility.

Working with a wide range of healthcare stakeholders — including regulators, hospitals, social security agencies, medical device manufacturers and pharmaceutical companies — all of them are faced with a fast-evolving landscape in terms of public policy, digital technology, performance requirements and innovation. Healthcare companies are under significant financial pressure. With the development of medtech and biotech players, the healthcare and pharmaceutical industry is increasingly focused on generating new value. Ongoing investments in R&D require companies to generate savings through operational excellence and new business models.

New regulations come out on a more and more frequent basis and strongly impact the sector, generating significant operational costs and reinforcing market consolidation. At the same time, new consumption trends and digital technology generate both new opportunities and new risks — especially for connected objects and data. Addressing a sector with such complex issues requires multi-skilled teams. The insurance practice is made up of employees who have held operational positions in the insurance industry and consultants specialized in the sector, able to address all the links in the insurance value chain, working with more than 50 clients across companies, bancassurers, mutuals, brokers and assistants.

For some years now, the luxury sector has experienced strong growth with a more diverse and global clientele. Greater expectations and less loyalty, influenced by social networks, mean that the traditional challenge of offering clients memorable, customized experiences is bigger than ever — brands need to do more than just satisfy clients; they need to delight them at every touchpoint. The luxury sector has sometimes been slow to make a radical digital change in their internal processes. Much remains to be done, in terms of HR and CRM tools, and the employee experience still has plenty of room for improvement. More than ever, Gen-Z clients' environmental and ethical concerns are pushing brands towards a radical transformation of their business models.

The ecological transition is impacting the entire real estate industry, especially through green construction. Real estate is deeply marked by social and technological transformation — new ways of working, new consumer habits and new forms of distribution are radically changing the landscape, with everything being rethought to adapt to new uses, whether open-plan offices, co-working spaces, shopping/lifestyle destinations or communal housing, against a backdrop of smart cities and new forms of mobility. The real-estate sector is particularly open to innovation: IoT and energy optimization, virtual reality and virtual modeling, smart buildings, blockchain — there is no shortage of ideas. Considerable data is available on the real estate market, and when used well it can create a competitive advantage, particularly as a forecasting tool.

Customers want a choice of contacts and a well-managed omnichannel approach. They are unforgiving when it comes to the customer experience, which must be optimized in line with the business and their specific needs — whether a smooth digital journey or an exceptional in-store experience, brands have understood they must balance the complementary strengths of digital and physical touch points. Organizations must restructure to be more customer-focused and increasingly agile, while meeting paradoxical requirements. Consumers have become adamant about local consumption, the circular economy and environmental protection, and ethics are increasingly important — from the carbon footprint to the fair treatment of employees, animal welfare and product safety.

We live in a service society — services take on many forms and are being powerfully impacted by the major changes currently underway in digital technology and society. Competition is growing and companies need to reorganize and become more client-focused, going down the road of proximity and personalization. By nature, service depends on customers, and more than ever it is vital for organizations to be client centric. With digital technology, ideas are increasingly easy to transform into plans and then realities — new players and applications are emerging fast, weakening the role of incumbents. How can companies react to the risk of uberization in their sectors? How can they detect new needs and think differently? How can they change perspective and think in terms of lifestyles rather than products?

From supplying water, gas and electricity to managing waste, utility companies carry out a wide range of activities — all being shaken up by two major trends. First, eco-friendly operations and sustainable growth have become imperatives. Second, markets have undergone radical transformation, sometimes simply by being opened to competition. Although these two issues have been at the frontline of debate for decades, they are more pressing than ever, driven by fiscal incentives and citizen awareness. Innovation is being driven by the vital need for sustainability and sustainable development at every level of organizations.

Transforming organizations into responsive, adaptive entities by building agile structures, governance and cultures that promote engagement, collaboration and fast time to market. The firm helps clients adopt agile frameworks and ways of working, establishing new organizational rhythms and decision-making patterns to enable rapid response and innovation.

Supporting organizations to manage the human and organizational side of transformations, ensuring wide-scale adoption and lasting results. The firm combines organizational design, process redesign and people-focused interventions to drive sustained behavioral and cultural change, as evidenced through work with EDF on pedagogy, organization and process advisory.

Advising organizations on transforming their customer relationship, improving client orientation and designing end-to-end customer experiences. The firm combines customer research, journey mapping and relationship transformation to help organizations become more customer-centric and competitive in their markets.

Supporting data-driven transformation through data strategy, governance, data asset management, regulatory compliance and business use-case development. The firm brings a comprehensive approach to data-driven transformation, guiding organizations from strategy and governance through asset management, business use case development and regulatory compliance.

Advising on process digitalization, electronic document management, archiving, records management, and large-scale digitalization program management. The firm's designated digitalization leaders bring proven experience on major programs with clients including Areva, Société du Grand Paris, RATP, ENGIE and Bouygues Construction, combining technical architecture with organizational change and process redesign.

Helping companies move from proof-of-concept to scaled impact by defining innovation strategies, governance and the right resources for disruptive, incremental or intrapreneurial innovation. The firm addresses the widespread challenge of successful innovation launches, providing structured approaches to scale innovation initiatives across organizations and embed them into business operations.

Defining, managing and optimizing processes and ways of working using Lean, Six Sigma, Kaizen, Hoshin Kanri and root cause analysis to build lasting performance cultures. The firm embeds continuous improvement methodologies into organizations to achieve sustainable operational performance gains and create lasting performance management disciplines.

Helping organizations implement regulatory requirements, establish compliance governance, and build control frameworks — particularly in banking and insurance sectors. The firm specializes in restructuring compliance functions, designing governance architectures and building control environments tailored to regulatory expectations.

Helping organizations define and operationalize their business strategy to navigate economic, digital, ecological and societal change. The firm positions itself as a leader in strategy, transformation and innovation consulting, supporting clients across all sectors to align vision with execution and respond to evolving market conditions.

Defining and implementing CSR and sustainable development strategies, environmental transition plans, circular economy models, CSRD compliance, and responsible supply chain transformation. Through integration of (RE)SET in April 2024, the firm offers comprehensive expertise spanning ~20 areas across strategy, governance and implementation for environmental, social and business transitions, with deep sector knowledge in textiles, packaging, cosmetics, agrifood, mobility and construction.