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The use cases vary based on institutional priorities
McKinsey · 2025 · case_study
The use cases vary based on institutional priorities
 Most institutions have access to external GenAI tools and require understanding of internal guidelines as a prerequisite to access them
McKinsey · 2025 · market_landscape
Most institutions have access to external GenAI tools and require understanding of internal guidelines as a prerequisite to access them
80% — number of institutions
 Institutions have prioritized investment in building talent, CoE, secure environment and processes
McKinsey · 2025 · data_table
Institutions have prioritized investment in building talent, CoE, secure environment and processes
31 — Number of institutions
 Institutions prioritize productivity improvement as the most important factor when initiating or developing GenAI use cases
McKinsey · 2025 · data_table
Institutions prioritize productivity improvement as the most important factor when initiating or developing GenAI use cases
47% — Prioritization ranking
 Leadership at majority of the institutions are positioning GenAI as a priority
McKinsey · 2025 · data_table
Leadership at majority of the institutions are positioning GenAI as a priority
52% — Percentage of institutions
 Majority of the institutions are moving ahead cautiously with GenAI applications, with Super Regionals and Core Regionals showing slightly higher appetite for risk
McKinsey · 2025 · benchmark_peers
Majority of the institutions are moving ahead cautiously with GenAI applications, with Super Regionals and Core Regionals showing slightly higher appetite for risk
36% — Number of institutions
 Institutions leading GenAI development are typically taking the following actions
McKinsey · 2025 · key_takeaways
Institutions leading GenAI development are typically taking the following actions
 Insufficient performance and complexity challenge are the top reasons noted for slowing down GenAI use cases
McKinsey · 2025 · pain_points
Insufficient performance and complexity challenge are the top reasons noted for slowing down GenAI use cases
63% — % of institutions
 Interview insights have revealed similar themes across institutions on the key challenges for adopting GenAI use cases
McKinsey · 2025 · pain_points
Interview insights have revealed similar themes across institutions on the key challenges for adopting GenAI use cases
 Pessimism and cutting back spending in Europe
AlvarezMarsal · 2020 · bubble_chart
Pessimism and cutting back spending in Europe
 Crossing the lines: How fintech is propelling FS and TMT firms out of their lanes
PwC · 2019 · cover
Crossing the lines: How fintech is propelling FS and TMT firms out of their lanes
 Technologies leaders think will drive change
PwC · 2019 · industry_trends
Technologies leaders think will drive change
56% — Percentage of respondents
 Almost half of both TMT and FS firms have fully embedded fintech
PwC · 2019 · industry_trends
Almost half of both TMT and FS firms have fully embedded fintech
48% — Fintech integration level
 Where collision and fusion are happening
PwC · 2019 · context
Where collision and fusion are happening
 What will determine winners and losers
PwC · 2019 · industry_trends
What will determine winners and losers
95% — Confidence in fintech-driven revenue growth
 TMT and FS firms differ on how best to use fintech to retain customers
PwC · 2019 · peer_benchmark
TMT and FS firms differ on how best to use fintech to retain customers
13.2% — Percentage of respondents
 Exhibit 5: FS organisations are slightly behind TMT firms in moving products to market
PwC · 2019 · benchmark_peers
Exhibit 5: FS organisations are slightly behind TMT firms in moving products to market
44% — Product maturity stage
 C-suite executives not leading fintech efforts at many firms
PwC · 2019 · problem_statement
C-suite executives not leading fintech efforts at many firms
33% — C-suite leadership
 Where companies could lose
PwC · 2019 · pain_points
Where companies could lose
 How to position your firm for success
PwC · 2019 · context
How to position your firm for success
 4. Open up the black box
PwC · 2019 · key_messages
4. Open up the black box
 Most organisations are looking to collaborate with firms in their own sector
PwC · 2019 · market_landscape
Most organisations are looking to collaborate with firms in their own sector
78% — Collaboration preference percentage
 TMT and FS executives are worried about regulation
PwC · 2019 · data_table
TMT and FS executives are worried about regulation
14.9% — Percentage of respondents
 Even split across TMT and FS
PwC · 2019 · other
Even split across TMT and FS
508 — Survey respondents
 Safety is Bristow’s #1 Core Value and Highest Operational Priority
DeutscheBank · 2022 · context
Safety is Bristow’s #1 Core Value and Highest Operational Priority
 Significant Presence in Key Regions
DeutscheBank · 2022 · geographic_map
Significant Presence in Key Regions
222 — Aircraft count
 Strong Balance Sheet
DeutscheBank · 2022 · financial_analysis
Strong Balance Sheet
1.7 — Net Leverage
 Multi-year Growth in Upstream Oil & Gas Spending is Underway
DeutscheBank · 2022 · industry_trends
Multi-year Growth in Upstream Oil & Gas Spending is Underway
 Strengthening Offshore Market Dynamics
DeutscheBank · 2022 · industry_trends
Strengthening Offshore Market Dynamics
 Improving Offshore Helicopter Market Dynamics
DeutscheBank · 2022 · industry_trends
Improving Offshore Helicopter Market Dynamics
100% — Effective Utilisation
 Internal Audit. Expect More.
PwC · 2020 · cover
Internal Audit. Expect More.
 Further regulation – Capital and liquidity
PwC · 2020 · section_divider
Further regulation – Capital and liquidity
 Further regulation – Capital and liquidity (4/10)
PwC · 2020 · industry_trends
Further regulation – Capital and liquidity (4/10)
 Further regulation – Capital and liquidity (7/10)
PwC · 2020 · industry_trends
Further regulation – Capital and liquidity (7/10)
 Further regulation – Capital and liquidity (10/10)
PwC · 2020 · diagnosis
Further regulation – Capital and liquidity (10/10)
 Further regulation – Financial risk
PwC · 2020 · section_divider
Further regulation – Financial risk
 Further regulation – Market
PwC · 2020 · section_divider
Further regulation – Market
 Further regulation – Other asset and wealth management specific regulation
PwC · 2020 · section_divider
Further regulation – Other asset and wealth management specific regulation
 Further regulation – Other asset and wealth management specific regulation
PwC · 2020 · other
Further regulation – Other asset and wealth management specific regulation
 The electricity industry: uncovering value through digital transformation
Accenture · 2016 · executive_summary
The electricity industry: uncovering value through digital transformation
45% — Percentage of electricity industry profits at stake from digital transformation over the next decade
 Reinventing customer service through digital innovation
Accenture · 2016 · recommendation
Reinventing customer service through digital innovation
$147B — Value at stake (2016-2025)
 How electricity companies can become digital champions
Accenture · 2016 · recommendation
How electricity companies can become digital champions
 Achieving 30% Margins Through Growth
MorganStanley · 2024 · cover
Achieving 30% Margins Through Growth
30% — Pre-tax margin
 Morgan Stanley Wealth Management is Unique in the Industry (1)
MorganStanley · 2024 · competitive_analysis
Morgan Stanley Wealth Management is Unique in the Industry (1)
 We Have Steadily Transformed the Business Over Time
MorganStanley · 2024 · process_diagram
We Have Steadily Transformed the Business Over Time
$10Tn+ — WM Client Assets
 Path to Advice: We Have Seen Significant Growth at Each Step
MorganStanley · 2024 · process_diagram
Path to Advice: We Have Seen Significant Growth at Each Step
18.2 — Core Client Relationships
 We Have Multiple Sources for Adding Client Relationships
MorganStanley · 2024 · situation_overview
We Have Multiple Sources for Adding Client Relationships
18.2 — Client Relationships
 We Have Delivered Strong Growth
MorganStanley · 2024 · financial_analysis
We Have Delivered Strong Growth
>1Tn — Net New Assets
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