For a Hybridized Strategy

The sacrosanct exercise ofdrawing up a strategic plan is still based on outdated methodologies and compartmentalized approaches, limiting its real impact on the company.

Naturally incremental in approach, three-yearly MTPs are no longer adapted to the future challenges facing banks. They are too focused on the present or the immediate past to produce innovation or transformation commensurate with the new world that is emerging.

Thought through in a compartmentalized way between business lines, they also struggle to integrate all the Bank's key challenges (digitalization, data, innovation, positive-impact transformation...) within a global vision.

We are also witnessing the emergence of a collaborative dimension in the deployment of strategic plans, enabling employees to be better mobilized and involved. But this trend is still too timid, and the associated challenge of cultural transformation is clearly underestimated.

Foresight (major market trends, projections),inspiration (learning expeditions, feedback from other sectors) andideation (creativity workshops) must play a central role in the process of defining the strategic plan, in order to think of tomorrow's world in its entirety. In addition, it is essential to ensure that every aspect of the strategy resonates with the company's raison d'être, so as to ensure the coherence of its positioning and commitments.

Each area of the strategic plan must then be developed from an innovation, data and positive impact angle, by setting up multi-disciplinary teams (data experts, CSR/positive impact managers, Lab or incubator representatives) and using a collaborative approach to ensure consistency between action plans and budgets.