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Continuity and completeness in coverage across client segments
JPMorgan · 2020 · market_landscape
Continuity and completeness in coverage across client segments
90% — Wallet composition
 We are targeted with our investments and have gained share selectively
JPMorgan · 2020 · other
We are targeted with our investments and have gained share selectively
 We see significant opportunities for growth in a changing industry landscape
JPMorgan · 2020 · industry_trends
We see significant opportunities for growth in a changing industry landscape
7x — Private capital growth
 We are investing in relationships, people, and execution, while innovating to better serve our clients and fuel our growth
JPMorgan · 2020 · framework_other
We are investing in relationships, people, and execution, while innovating to better serve our clients and fuel our growth
 Securities Services is a key strategic business for the CIB
JPMorgan · 2020 · context
Securities Services is a key strategic business for the CIB
$4.1B — Revenue
 Driving growth through new business wins, expansion of existing relationships, and investments in new capabilities and markets
JPMorgan · 2020 · key_takeaways
Driving growth through new business wins, expansion of existing relationships, and investments in new capabilities and markets
27 — Assets Under Custody
 Securities Services has delivered strong performance, despite headwinds
JPMorgan · 2020 · financial_analysis
Securities Services has delivered strong performance, despite headwinds
4.1 — Revenue
 Securities Services is uniquely positioned to help our clients achieve their goals
JPMorgan · 2020 · strategic_options
Securities Services is uniquely positioned to help our clients achieve their goals
 Combined with the power of the franchise, Securities Services is well positioned for the future
JPMorgan · 2020 · framework_other
Combined with the power of the franchise, Securities Services is well positioned for the future
 Foundational technology improvements designed to enhance productivity and quality of services
JPMorgan · 2020 · other
Foundational technology improvements designed to enhance productivity and quality of services
$12B — tech spend
 We are global, complete, and operate at scale; positioning us well to target growth opportunities
JPMorgan · 2020 · strategic_options
We are global, complete, and operate at scale; positioning us well to target growth opportunities
$3.5-5.5B — addressable wallet
 CIB has strong track record of gaining market share and establishing leadership globally
JPMorgan · 2020 · appendix
CIB has strong track record of gaining market share and establishing leadership globally
 We have leading positions in our markets businesses, and continue to gain share
JPMorgan · 2020 · appendix
We have leading positions in our markets businesses, and continue to gain share
 Notes on slide 10 – Treasury Services has experienced significant revenue growth despite rates headwinds
JPMorgan · 2020 · appendix
Notes on slide 10 – Treasury Services has experienced significant revenue growth despite rates headwinds
 The 17 SDGs form a global contract with ambitious objectives for a sustainable future – for governments, citizens, and businesses
McKinsey · 2019 · context
The 17 SDGs form a global contract with ambitious objectives for a sustainable future – for governments, citizens, and businesses
 The SDGs have the potential to unlock major business opportunities globally as well as in Denmark
McKinsey · 2019 · market_sizing
The SDGs have the potential to unlock major business opportunities globally as well as in Denmark
$12 trillion — Market opportunity value
 The SDGs are about creating shared value by generating business value from addressing societal issues – a new agenda compared to philanthropy and CSR
McKinsey · 2019 · context
The SDGs are about creating shared value by generating business value from addressing societal issues – a new agenda compared to philanthropy and CSR
 The McKinsey Sustainability Compass clarifies how the SDGs can drive business value from 4 strategic directions
McKinsey · 2019 · framework_other
The McKinsey Sustainability Compass clarifies how the SDGs can drive business value from 4 strategic directions
 Observations regarding citizen and consumer preferences are pushing the global sustainability development, and new technology enables new solutions (1/2)
McKinsey · 2019 · industry_trends
Observations regarding citizen and consumer preferences are pushing the global sustainability development, and new technology enables new solutions (1/2)
50% — Willingness to pay premium
 Observations regarding citizen and consumer preferences are pushing the global sustainability development, and new technology enables new solutions (2/2)
McKinsey · 2019 · industry_trends
Observations regarding citizen and consumer preferences are pushing the global sustainability development, and new technology enables new solutions (2/2)
50% — Energy savings percentage
 Not all SDGs should be expected to be relevant to your organization, as the SDGs represent different opportunities across industries
McKinsey · 2019 · heatmap_matrix
Not all SDGs should be expected to be relevant to your organization, as the SDGs represent different opportunities across industries
 Since February 2019, ~300 Danish executives have generated +800 new ideas incorporating the SDGs to create business value
McKinsey · 2019 · client_example
Since February 2019, ~300 Danish executives have generated +800 new ideas incorporating the SDGs to create business value
+800 — ideas generated
 Our workshops have shown where ~300 Danish executives believe their company could create value through 830 initiatives
McKinsey · 2019 · data_table
Our workshops have shown where ~300 Danish executives believe their company could create value through 830 initiatives
830 — Number of initiatives
 Survey results: Regional variation in SDG focus with climate action in Eastern Denmark and responsible production and consumption in Western Denmark
McKinsey · 2019 · geographic_map
Survey results: Regional variation in SDG focus with climate action in Eastern Denmark and responsible production and consumption in Western Denmark
 Developing and executing a truly winning SDG strategy is challenging, but there are ways to improve the odds of beating competition
McKinsey · 2019 · strategic_options
Developing and executing a truly winning SDG strategy is challenging, but there are ways to improve the odds of beating competition
 We have developed an easy-to-use Guide in 3 chapters: The ambition of the Guide is to inspire, engage, and enable easy follow-up
McKinsey · 2019 · framework_other
We have developed an easy-to-use Guide in 3 chapters: The ambition of the Guide is to inspire, engage, and enable easy follow-up
 INSPIRE: The McKinsey Sustainability Compass will inspire executives to think about how the SDGs can drive business value
McKinsey · 2019 · framework_other
INSPIRE: The McKinsey Sustainability Compass will inspire executives to think about how the SDGs can drive business value
 Setting the direction of your sustainability strategy starts with 2 steps
McKinsey · 2019 · process_diagram
Setting the direction of your sustainability strategy starts with 2 steps
 The SDGs can drive business value from 4 strategic directions as demonstrated by the McKinsey Sustainability Compass
McKinsey · 2019 · framework_other
The SDGs can drive business value from 4 strategic directions as demonstrated by the McKinsey Sustainability Compass
 The McKinsey Sustainability Compass is showing 12 primary areas in which companies can generate business value from the SDGs
McKinsey · 2019 · framework_other
The McKinsey Sustainability Compass is showing 12 primary areas in which companies can generate business value from the SDGs
 4 company cases show how business value can be derived from the SDGs by pursuing different strategic directions
McKinsey · 2019 · case_study
4 company cases show how business value can be derived from the SDGs by pursuing different strategic directions
 Now it is your turn! Set your strategic direction: Which SDGs influence your company, and what is your strategic approach?
McKinsey · 2019 · framework_other
Now it is your turn! Set your strategic direction: Which SDGs influence your company, and what is your strategic approach?
 Example: Palsgaard is focusing on SDG 12 and 13 with innovation and sustainable operations as strategic direction
McKinsey · 2019 · case_study
Example: Palsgaard is focusing on SDG 12 and 13 with innovation and sustainable operations as strategic direction
 CASE: Palsgaard has grown its business and decreased externalities by integrating SDG 12 and 13 into the core strategy
McKinsey · 2019 · case_study
CASE: Palsgaard has grown its business and decreased externalities by integrating SDG 12 and 13 into the core strategy
7% — Energy consumption reduction
 ENGAGE: Your organization should be set up to execute the sustainability strategy
McKinsey · 2019 · process_diagram
ENGAGE: Your organization should be set up to execute the sustainability strategy
 We have identified 4 actions that your organization needs to take to properly integrate the sustainability agenda into the core strategy
McKinsey · 2019 · initiative_list
We have identified 4 actions that your organization needs to take to properly integrate the sustainability agenda into the core strategy
 1 CEO, board, and owners should take leadership and embody the SDG strategy and transformation to ensure success
McKinsey · 2019 · recommendation
1 CEO, board, and owners should take leadership and embody the SDG strategy and transformation to ensure success
76% — CEO engagement
 Successful companies identify and engage the key employees, key customers and stakeholders to execute the SDG strategy and drive impact
McKinsey · 2019 · process_diagram
Successful companies identify and engage the key employees, key customers and stakeholders to execute the SDG strategy and drive impact
10X — value generation
 To execute the strategy and unleash the energy in your organization, ensure that the top team is set up to deliver on the SDG strategy
McKinsey · 2019 · framework_other
To execute the strategy and unleash the energy in your organization, ensure that the top team is set up to deliver on the SDG strategy
95% — Top Team Effectiveness
 To ensure that the SDG strategy becomes an ingrained part of the organization, frequently assess the 9 dimensions of organizational health
McKinsey · 2019 · framework_other
To ensure that the SDG strategy becomes an ingrained part of the organization, frequently assess the 9 dimensions of organizational health
50% — performance variation
 IMPACT: Follow up on progress of implementing the SDGs
McKinsey · 2019 · process_diagram
IMPACT: Follow up on progress of implementing the SDGs
 To maximize the impact of working with the SDGs, it is key to make the initiatives operational and define how to measure and track the effects
McKinsey · 2019 · process_diagram
To maximize the impact of working with the SDGs, it is key to make the initiatives operational and define how to measure and track the effects
 Now it is your turn! Identify the impact you want to achieve through the goals
McKinsey · 2019 · other
Now it is your turn! Identify the impact you want to achieve through the goals
 1 Now it is your turn! Fill out the template¹ below to operationalize and realize the goals you want to achieve
McKinsey · 2019 · implementation_plan
1 Now it is your turn! Fill out the template¹ below to operationalize and realize the goals you want to achieve
 Now it is your turn! Fill out the template below to operationalize and realize the goals you want to achieve
McKinsey · 2019 · framework_other
Now it is your turn! Fill out the template below to operationalize and realize the goals you want to achieve
 In order to track and control the new initiatives, draw up a timeline and appoint a person in charge of each initiative
McKinsey · 2019 · implementation_plan
In order to track and control the new initiatives, draw up a timeline and appoint a person in charge of each initiative
 To identify the impact of the sustainability initiatives, we suggest this 6-step approach to allow for tracking and communication of the shared value
McKinsey · 2019 · process_diagram
To identify the impact of the sustainability initiatives, we suggest this 6-step approach to allow for tracking and communication of the shared value
 Palsgaard is an example of how to track the impact of the SDG initiatives and how to communicate it
McKinsey · 2019 · case_study
Palsgaard is an example of how to track the impact of the SDG initiatives and how to communicate it
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