Insights
Our Fintech Uni series, where Uni stands for Universal, looks at immediate trends in financial services and fintech. The Future of Work series looks way into the future.
Diagnose, decide, mobilise: why the order of the first 100 days matters more than the speed, with lessons from Revolut and Nationwide
For banks, non-banks and high-growth firms : start with a customer vision, two cofounders and the next ten hires.
What 2025 findings on Monzo and Birmingham City Council's Oracle programme reveal about the difference between a technical problem and a transformation failure, and a three-step method for closing the gap.
A decision framework for fintech initiatives at banks: build, buy, partner or kill
Customers, trust, capital, data, licences and distribution: what keeps most banks from using them is nerve, not capability.
How to prove customers want it, in the time it takes to write the business case.
Technology decides less than distribution, trust, economics and execution combined.
The evidence on engineering speed is genuinely contested. What's actually gotten cheap is testing whether a fintech idea is worth building before anyone commits real money to it.
Retailers, marketplaces and platforms are already selling financial products under someone else's licence — and the split between relationship, product and balance sheet is deciding who captures the value.
Most multinationals run close to five payroll systems and cannot say, on any given day, what payroll actually costs them.
Fintechs aren't selling banking products. They're selling outcomes, and banks are losing ground one unclaimed link at a time.
It is now a capability built into banks, retailers and platforms alike — and the question every executive should be asking has changed.
The third workforce: why financial firms are rethinking who does the work.