zeb.Corporate Banking Study 11.0: what do companies expect and what do (or should) banks offer them?
German small and medium-sized enterprises โ the backbone of the German economy โ are under pressure. In an economic situation characterized by high uncertainty and a lack of momentum, corporate insolvencies are constantly reaching new record levels.
Are digital twins the invisible game changers in the financial industry?
Digital twins combine real-time data, simulations and artificial intelligence to create virtual representations of processes, infrastructures or customer systems. But how exactly can digital twins be applied effectively in the financial industry?
What do baseline and (re)baselining mean in relation to decarbonization pathways?
In this article, we present tried and tested approaches for (re)baselining and the analysis of real transformation effects that enable the efficient and transparent implementation of decarbonization strategies.
How losing SNCI status can change the regulatory playing field of small institutions
Loss of SNCI status is no longer the exception, but an expression of a new paradigm in European banking supervision.
War, oil, inflation โ and the impact for banks
zeb.market.flash #55, Q1 2026: The escalation in the Middle East and the closure of the Strait of Hormuz triggered a massive energy and inflation shock in the first quarter of 2026.
Time gain analysis: how can actual time allocation in the back office be made transparent?
The zeb.time gain analysis focuses on a streamlined, anonymized activity survey and an analysis of actual time allocation. Practical insights illustrate how transparency in workflows and bottlenecks is created and how this can lead to actionable improvements in credit processes, organizational structure and leadership culture.
Replacing gut feeling with data โ determining peer groups in the European financial sector
How is the structural similarity of banks represented mathematically?
How should regional banks conceive working time in order to combine flexibility and productivity?
Working time has become a decisive competitive factor for success. If you want to attract talent, retain top performers and work efficiently at the same time, you need a systematic working time concept. In practice, the focus is often too strongly on rigid case-by-case solutions. Instead, companies need guidelines that combine customer benefits, employeesโ needs and profitability.
How can life cycle solutions lead to a decisive competitive advantage?
Today more than ever, industrial clients are faced with the challenge of adapting their business models to changing market conditions. Traditional product sales often no longer suffice to retain customers in the long term or to ensure sustainable growth.
Leadership 4.0 โ what modern leadership really needs nowadays
In this article, we show what Leadershipย 4.0 is all about, why traditional leadership models are reaching their limits and how modern leadership can succeed in practice: through clarity, courage and a new understanding of leadership roles.
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