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On-the-day operations (1 of 2): Responsibilities are shared between TOCs and NR. There are several different mechanisms through which both parties are incentivised to improve operational performance
misc · 2011 · situation_overview
On-the-day operations (1 of 2): Responsibilities are shared between TOCs and NR. There are several different mechanisms through which both parties are incentivised to improve operational performance
 On-the-day operations (2 of 2): Operational performance is one of the industry success stories over the last few years. However, stakeholders raised concerns about the design of Schedule 8
misc · 2011 · pain_points
On-the-day operations (2 of 2): Operational performance is one of the industry success stories over the last few years. However, stakeholders raised concerns about the design of Schedule 8
 Capacity and timetabling (1 of 2): NR has overall responsibility for capacity allocation and timetabling, but there are well established industry processes whereby train operators input into the timetabling process
misc · 2011 · situation_overview
Capacity and timetabling (1 of 2): NR has overall responsibility for capacity allocation and timetabling, but there are well established industry processes whereby train operators input into the timetabling process
 Capacity and timetabling (2 of 2): NR is generally considered to be not properly incentivised to maximise industry revenue by optimising the timetable
misc · 2011 · diagnosis
Capacity and timetabling (2 of 2): NR is generally considered to be not properly incentivised to maximise industry revenue by optimising the timetable
 Planning and enhancements (1 of 2): Network Rail and the DfT take the leading roles with planning and enhancements
misc · 2011 · context
Planning and enhancements (1 of 2): Network Rail and the DfT take the leading roles with planning and enhancements
 Planning and enhancements (2 of 2): There are a number of issues with how enhancements are planned and delivered
misc · 2011 · problem_statement
Planning and enhancements (2 of 2): There are a number of issues with how enhancements are planned and delivered
 Network Rail is responsible for asset management, access management, and delivery of maintenance, renewals and enhancements (MRE): (1 of 2)
misc · 2011 · situation_overview
Network Rail is responsible for asset management, access management, and delivery of maintenance, renewals and enhancements (MRE): (1 of 2)
 Network Rail is responsible for asset management, access management and delivery of MRE (2 of 2)
misc · 2011 · diagnosis
Network Rail is responsible for asset management, access management and delivery of MRE (2 of 2)
 Stations and depots (1 of 2): Network Rail manages some stations, but most are leased from Network Rail and managed by an operator
misc · 2011 · situation_overview
Stations and depots (1 of 2): Network Rail manages some stations, but most are leased from Network Rail and managed by an operator
 There is widespread dissatisfaction with the current split of responsibilities at stations and depots
misc · 2011 · pain_points
There is widespread dissatisfaction with the current split of responsibilities at stations and depots
 Rolling stock selection (1 of 2): TOCs procure new vehicles, but the rolling stock to be used is sometimes specified by DfT in franchise agreements
misc · 2011 · situation_overview
Rolling stock selection (1 of 2): TOCs procure new vehicles, but the rolling stock to be used is sometimes specified by DfT in franchise agreements
 Rolling stock selection (2 of 2): Current arrangements appear to work fairly well from a train operators – NR alignment perspective
misc · 2011 · situation_overview
Rolling stock selection (2 of 2): Current arrangements appear to work fairly well from a train operators – NR alignment perspective
 Alliances comprise of a broad spectrum of relationships that differ by strategic intent and degree of interdependence. A number of options are being explored for GB railway in this project and the McNulty RVfM project
misc · 2011 · framework_other
Alliances comprise of a broad spectrum of relationships that differ by strategic intent and degree of interdependence. A number of options are being explored for GB railway in this project and the McNulty RVfM project
 Partner selection and senior management commitment are the two most important success factors for alliances
misc · 2011 · key_takeaways
Partner selection and senior management commitment are the two most important success factors for alliances
75 — Percent of CEO responses
 Effective partnering needs to be developed over time. Often successful partnerships will begin with a simple contracting relationship then evolve through increased dependency
misc · 2011 · process_diagram
Effective partnering needs to be developed over time. Often successful partnerships will begin with a simple contracting relationship then evolve through increased dependency
 We surveyed 500 investment providers across three regions and 15 countries
Deloitte · 2021 · context
We surveyed 500 investment providers across three regions and 15 countries
$33.5 trillion — Total AUM
 We also surveyed 2,325 investors across wealth levels, ages, and locations
Deloitte · 2021 · context
We also surveyed 2,325 investors across wealth levels, ages, and locations
2,325 — Survey respondents
 Incumbents jump ahead in digital competitiveness
Deloitte · 2021 · industry_trends
Incumbents jump ahead in digital competitiveness
40% — Digital maturity
 Digital transformation boosts performance across key indicators
Deloitte · 2021 · process_diagram
Digital transformation boosts performance across key indicators
+13.0% — Performance improvement
 The pandemic redefined investor views, relationships, and behaviors...
Deloitte · 2021 · industry_trends
The pandemic redefined investor views, relationships, and behaviors...
50% — Percentage of investors citing specific impacts
 ...and accelerated market megatrends already in motion
Deloitte · 2021 · industry_trends
...and accelerated market megatrends already in motion
89% — investor sentiment
 Digital engagement becomes the norm
Deloitte · 2021 · industry_trends
Digital engagement becomes the norm
75% — Digital engagement
 Mobile investing comes of age
Deloitte · 2021 · industry_trends
Mobile investing comes of age
55% — Investor preference percentage
 The pandemic has upended digital views about investors
Deloitte · 2021 · industry_trends
The pandemic has upended digital views about investors
89% — Channel preference
 The rise of social impact investing
Deloitte · 2021 · industry_trends
The rise of social impact investing
41% — Percentage of firms agreeing with ESG statements
 COVID-19 has upended conventional wisdom about ESG
Deloitte · 2021 · diagnosis
COVID-19 has upended conventional wisdom about ESG
61% — ESG investment intent
 Democratization of investment products and services
Deloitte · 2021 · industry_trends
Democratization of investment products and services
67% — Investor product adoption
 Wealth management service needs converge across segments
Deloitte · 2021 · industry_trends
Wealth management service needs converge across segments
56% — Percentage of investors citing service usage
 Investors expect firms to meet higher standards
Deloitte · 2021 · industry_trends
Investors expect firms to meet higher standards
59% — Investor selection criteria
 Regulators are upping the stakes
Deloitte · 2021 · industry_trends
Regulators are upping the stakes
55% — Expected increase in regulations
 Lower fees and greater transparency
Deloitte · 2021 · industry_trends
Lower fees and greater transparency
46% — Pricing pressure
 Fees are a sore spot for many investors
Deloitte · 2021 · pain_points
Fees are a sore spot for many investors
37% — Investor satisfaction
 Investors will switch providers to get what they want
Deloitte · 2021 · industry_trends
Investors will switch providers to get what they want
44% — Investor switching rate
 Investors are likely to follow their advisors to another firm
Deloitte · 2021 · market_landscape
Investors are likely to follow their advisors to another firm
60% — Likelihood to move with advisor
 Over the next two years, investors will look to add providers
Deloitte · 2021 · industry_trends
Over the next two years, investors will look to add providers
42% — Investor preference for provider count
 What should providers do differently to meet client needs?
Deloitte · 2021 · testimonial
What should providers do differently to meet client needs?
 Providers need to assess how well their offerings align with investor needs
Deloitte · 2021 · problem_statement
Providers need to assess how well their offerings align with investor needs
73% — investor preference
 Market shifts during the pandemic are redefining the industry
Deloitte · 2021 · industry_trends
Market shifts during the pandemic are redefining the industry
55% — Market trend impact
 Firms are rethinking their strategies for investor segments
Deloitte · 2021 · market_landscape
Firms are rethinking their strategies for investor segments
37% — Provider focus percentage
 Going deeper into niche opportunities for growth
Deloitte · 2021 · segmentation
Going deeper into niche opportunities for growth
79% — Percentage of firms focusing on investor segment
 Avoiding market misconceptions
Deloitte · 2021 · diagnosis
Avoiding market misconceptions
6% — investor preference
 Firms are pulling out the stops to drive growth in a fast-changing market
Deloitte · 2021 · data_table
Firms are pulling out the stops to drive growth in a fast-changing market
71% — Percentage of firms planning strategic changes
 Four key shifts are remaking wealth management products and services
Deloitte · 2021 · industry_trends
Four key shifts are remaking wealth management products and services
42% — Adoption rate
 Providers will offer a wider range of products and services to meet investor demands
Deloitte · 2021 · industry_trends
Providers will offer a wider range of products and services to meet investor demands
61% — Percentage of providers planning to offer
 Providers get the fees right in some areas—but very wrong in others
Deloitte · 2021 · comparison_table
Providers get the fees right in some areas—but very wrong in others
 Investors are willing to switch for the fee structures they want
Deloitte · 2021 · market_landscape
Investors are willing to switch for the fee structures they want
35% — Investor switching intent
 To offset pricing pressures, firms diversified revenue sources during the pandemic
Deloitte · 2021 · industry_trends
To offset pricing pressures, firms diversified revenue sources during the pandemic
 Firms will continue to diversify their revenue channels and fees over next two years
Deloitte · 2021 · industry_trends
Firms will continue to diversify their revenue channels and fees over next two years
86% — Percentage of firms expecting increased focus
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