In a private bank, a KPI is supposed to support decision-making. But when it is not governed, it quickly becomes a source of tension.
In a private bank, a KPI is supposed to support decision-making. But when it is not governed, it quickly becomes a source of tension.
This is a real case observed in a Swiss private bank with more than 300 employees: a key indicator — assets under management — existed in nine different versions. The result was a Board under pressure and a growing lack of trust in the numbers.
The issue was neither technical nor related to data availability. It was structural:
As a consequence, Board and Executive Committee meetings were spent reconciling figures instead of making decisions.
The bank adopted a pragmatic, business-first approach with Integraal for Banking.
In less than one month, three key levers were activated:
The goal was not to redesign existing systems, but to make business rules explicit, shared and governed.
The impact was rapid and quantifiable:
Teams stopped producing and defending numbers and focused again on analysis and decision-making.
This case highlights a key point: KPI governance is not an IT topic — it is a core banking steering issue.
A business-first approach makes it possible to:
The ROI becomes visible from the Starter phase.
Does this case resonate with your organisation?
We can walk you through it in 15 minutes, based on your KPIs and governance challenges.
Every week, we share concrete use cases for Wealth Management executives.
Subscribe to stay informed.