LATEST INSIGHTS

Gulland Padfield is the award-winning management consulting firm to the Banking and Services sectors.

Our purpose is to help businesses become institutionally client and customer-focused and to transform their operational performance, culture, growth and profitability as a consequence.

Over the last 14 years, our teams have worked with leading Banking groups, Wealth Management firms, Asset Management institutions and Services firms to provide guidance, practical support and pioneering ideas in the area of Client and Customer Strategies.

Asset Management: Racing to reposition - Asset Management firms sharpen their market messages

Gulland Padfield 2016 analysis: Which Asset Management firms are sharpening their proposition to clients and how?  Gulland Padfield’s second annual study of leading brands shows that leading asset management firms are updating their market propositions to clients in a race to sharpen their competitive edgeRead more

Client Strategy 2016: Be Right Place, Right Time – Introducing Predictive Account Management

Account Management is the cornerstone of a successful client strategy. But many organisations struggle to select and implement an effective approach.

Henry Weston-Davies explores a new predictive approach to account management which supports an organisation to be ‘Right place, Right Time’ when opportunities arise.

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Wealth Management: Report compares the Client Service strategies of the world’s Private Banks

In its annual benchmarking study, banking consultants to the Wealth Management and Banking sector, Gulland Padfield, concludes that significant internal barriers and practices continue to prevent the world’s leading Private Banks from delivering on their promise to put their clients’ interests ‘at the heart of their business’.

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NEWS: New Chairman appointed for Gulland Padfield

Veteran M&A advisor and global communications and marketing strategist, John McLaren takes up the Chairmanship of the award-winning management consulting firm, Gulland Padfield.  Gulland Padfield is delighted to announce that John McLaren became Chairman of Gulland Padfield on 3 May 2016.Read more

Client Strategy 2016: Consumer branding principles won’t help to define a B2B services firm

Brand. The single most over-used and poorly-defined term in the business strategy lexicon.

As the services sector fragments and expands in 2016, the challenge for your firm to ‘stand out’ as a business that sells services to other businesses gets yet more difficult.Read more

Professional Services: Law firms mergers risk partnership value through weak client focus

A report from Gulland Padfield, management consultants to the Professional Services sectors, concludes that recent law firm mergers have significantly under-delivered on the anticipated benefits, both to the firms involved and their clients.

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Wealth Management: As Private Banks exit Latin America, what’s the impact on HNW clients?

In the exodus of global Private Banks from Latin America, High Net Worth clients are being badly treated.
There will be long term consequences for some global private banks and opportunities for local players.

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Client Strategy 2016: From How to What – time to re-define your proposition?

In her report from the PSMG annual gathering, conference chairman, Harriet Creamer, asks some searching questions about what really holds many firms back. Over the course of the conference, two broad themes emerged for PSF marketing and BD teams.

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Client Strategy 2016: The Secret of Brilliant Leadership Workshops

Most senior leadership workshops (also known as off-sites, strategy workshops, leadership conferences) fail to deliver much value. Here John Dore outlines seven critical factors that we believe can transform a frustrating leadership experience into a powerful and engaging one.

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Client Strategy 2016. What lies behind the rise of the role of Chief Client Officer?

James Edsberg, partner at the specialist consultancy, Gulland Padfield, and previously a Chief Client Officer, looks at the origins of a role whose impact will continue to evolve in 2016.Read more

Wealth Management: The Digital Dilemma

How should Private Banks match the potential digital technology offers with what clients really want in 2016? James Edsberg answers questions on some of the challenges that Private Banks and Wealth Firms face as they navigate choices and investment in new technology to enhance the Client Service Experience for their UHNW and HNW clients.

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Professional Services: Build client relationships: leverage knowledge

Harriet Creamer of Gulland Padfield examines how law firms can maximise the return from their knowledge-led business development activities. Every professional support lawyer (PSL) and knowledge management (KM) team will, at some stage, be asked to support their law firm’s public face.

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Private Banking: Hero RM Syndrome

The relationship between private banks and their star players is changing. A unique combination of factors, internal pressures and revenue opportunities have collided in the last 18 months, leaving management teams at wealth firms and private banks with a substantial challenge on their hands.

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Professional Services: Latest Report on trends in Thought Leadership

Gulland Padfield, publishes its latest review of the trends in the Thought Leadership publications of leading international law firms.
The report ranks the output of leading law firms in the context of broader professional services firms. It looks at the quality, effectiveness and impact that recent publications are making on firm reputation and client acquisition activity.

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NEWS: Gulland Padfield wins Global Consulting Award

At the consulting industry’s annual global awards ceremony held in New York, Gulland Padfield wins top award for its consulting work advising the Banking sector.Read more

Wealth Management: Client Acquisition strategy for the new wealthy

Gulland Padfield and WealthMonitor (part of the Financial Times Group), launch an exclusive two-part study into client acquisition strategies targeted at the new wealthy for Private Banks and Wealth Advisors.

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NEWS: Two new partners from Outer Circle join Gulland Padfield in London

Harriet Creamer and Gina Jennings join strategy consultancy Gulland Padfield as partners from specialist consulting firm, Outer Circle. They join to advise professional firms on their operational performance, knowledge management strategy and post-merger integration.

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Professional Services: A strong know-how culture - overcome the barriers

A positive KM culture is the holy grail for many professional firms but it seems that many firms are only part-way through their journey. Harriet Creamer explores the barriers to creating a strong know-how culture and explains how to overcome them.

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Professional Services: Gulland Padfield chair international conference on Growth Strategy.

Harriet Creamer, partner at Gulland Padfield, chaired the 20th Annual PSMG conference in London on 18th November 2015.

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NEWS: Gulland Padfield partner wins top Private Banking & Wealth Management award

James Edsberg, partner at Gulland Padfield, has won an award for his ‘outstanding contribution and thought leadership’ as a consultant to the European Private Banking and Wealth Management industry.

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Professional Services: 5 steps to make Account Management your Differentiator

Silvia Velasquez, Partner at Gulland Padfield discusses the importance of establishing a clear Account Management approach for professional firms and highlights 5 aspects of best practice.

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Asset Management: Brand Shock 2015 - Asset Management firms among least client centric brands

2015 study from Gulland Padfield reveals that leading asset management firms need to work harder to define a client-focused brand and message to differentiate and drive growth.

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NEWS: Gulland Padfield recognised for outstanding thought leadership to European Wealth industry

Gulland Padfield has been shortlisted in two categories for WealthBriefing European Awards 2015 for its ‘outstanding thought leadership contribution’ to the European Wealth Management industry

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Professional Services: Why Manage Knowledge?

Traditionally, knowledge management in law firms has focussed on legal, technical and practice based knowhow. Its aims have been to improve quality through knowledge sharing, reduce inefficiency and reducing risk. But many organisations are reviewing their approach.

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Wealth Management: The Trusted Advisor - RIP

It’s the phrase found most often on the lips of the professional advisor. It appears in almost all the marketing and websites of private banks and wealth management firms. But is it time to challenge this shibboleth? James Edsberg discusses why other messages can resonate more strongly with clients.

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Private Banking: Delivering the Client Centric Revolution

In a highly competitive global environment, the successful private bank needs a shockingly clear sense of purpose. Today’s private banks face unprecedented pressures from three directions. How can management teams respond?

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Asset Management: The Link between AUM and Client Insight

We are often asked which factors influence an investor’s decision to develop a long-term relationship with a manager. While investment performance is the traditional benchmark, excellent client service experience is now critical.

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NEWS: Gulland Padfield wins Client Strategy award: Times/ MCA Awards 2014

Gulland Padfield’s London team is delighted to have won The Times/ Management Consultancies Association award for Best Client & Customer Engagement Project 2014. The firm was also Highly Commended at the awards ceremony as one of a new generation of specialist consulting firms.

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Asset Management: Client strategy - the opportunity for differentiation in 2015

If you didn’t make it to TSAM’s Annual conference on Client Reporting and Communications in London this year, you missed out on a fascinating series of sessions on the latest developments in Client Reporting and other aspects of client facing strategies. Here are our 10 observations from the event:

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Client Strategy: The Client Centric Index from Gulland Padfield

Our Client Centric Index is the world’s first diagnostic test designed to help service businesses transform their performance and profitability by aligning their capabilities, structure and culture more closely to their clients and markets.

It comprises 12 questions and takes 5 minutes online. Click here to take the test. It benchmarks your business against similar service businesses. It’s the routemap to becoming Client Centric. 

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Client Strategy: How to implement consistent client service internationally

Clients are demanding a consistent approach from their professional and financial advisors. How should firms with an international offering deliver consistency to clients?

Gulland Padfield summarises five recent developments in Client Service delivery and describes the strategies which advisory firms should use to tackle one of the service sector’s toughest challenges.

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Asset Management: Client Strategy and the Sticky Investor

There’s more driving loyalty of a client-investor to their Asset Manager than investment performance. Returns that regularly match or beat the benchmark are a significant but not the only important component in client-investors’ selection and retention of an Asset Manager.

James Phillips of Gulland Padfield’s Asset Management team, takes a look at the surprising factors driving client loyalty and some of the ways management teams of funds can build a client base of sticky investors.

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Asset Management: Closing the Gap with effective Thought Capital strategies

“In a competitive and recovering global economy, the asset management firm which differentiates with insights as well as capabilities will win. But from our analysis of the sector it is clear that more needs to be done to leverage analytical capital and investment experience, craft an opinion and create thought leadership which drives increased investments.”

James Phillips looks at the results from our unique study and sets out four strategies for success.

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Turn Thought Leadership into Thought Capital

For leading business service firms and in particular for professional firms, the creation of business research and its use to engage with clients, prospects, media and internal stakeholders, is recognised as the most effective marketing and business development channel.

But many firms and their fee earners are failing to drive the full return on their investment in the research required to create insightful thought leadership initiatives.

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Law: New online diagnostic reveals changing agenda for senior management

In Part 1 of a preview for Managing Partner Magazine, James Edsberg, shares analysis of Gulland Padfield’s Client Centric Index - the free-to-access online strategy diagnostic for Law Firm management teams.

Since the Client Centric Index was launched, management teams from over 100 firms have completed the diagnostic in the US, Europe, Latin America and Asia. It has generated over 36,000 assessments by participants of 12 distinct areas of strategy.

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NEWS: Gulland Padfield appoints new partner to Latin America practice

The firm is pleased to announce that Silvia Velasquez joined the firm as a Partner on Wednesday 1 October.

Silvia is based in our offices in Bogotá, Colombia and will be working with our clients in Banking, Insurance and Professional Services.

Speaking about the announcement, Senior Partner of Gulland Padfield, James Edsberg said, “It’s great to welcome such an experienced and knowledgeable new partner to the firm.

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Wealth Management: Asia success strategies

With European and US markets experiencing a slow and uncertain return to growth, it’s no surprise that the world’s leading wealth managers and private banks continue to look East for better opportunities.

We offer 5 strategic challenges to wealth management teams looking to Asia for growth.

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Professional Services: The role of the CMO in successful post-merger Client Management

We’re living through an unprecedented era of consolidation and change in professional services. In a recent study*, 58% of UK law firms viewed mergers & acquisitions as a major opportunity to drive growth.

When a firm merges, a vital task for the CMO is to manage the client-related risks of the deal and to deliver many of the associated benefits of the enlarged organisation.

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Alternative Investments: Hedge Funds rethink client-investor relationships

Current dynamics in the Hedge Fund industry have prompted a re-think among management teams. The adoption by some of an institutional-quality Investor Relations program and Client Care approach is having a positive impact.

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