Abstract

Back in 2013, the strategic joint-venture by Broadridge and Accenture – called Accenture Post-Trade Processing (APTP) - aimed at transforming how investment banks operate their post-trade of securities in Europe, particularly for securities asset classes. As Société Générale Corporate & Investment Banking (SG CIB) was the very first client, the investment bank hoped to deliver top-level services to its clients while being price-competitive with the largest players in the industry. Thus, for SG CIB the outsourcing was supposed to be an innovative way to answer to the industry changes and the shifting economics of the business. However, 3 years later, the outsourcing project is behind schedule, technical difficulties are encountered, initial costs have increased and APTP struggles to find new clients for its utility solution. So knowing that the primary goals of this Business Process Outsourcing (BPO) are not met, what should SG CIB decide for the future? Should it exit or continue? Is the utility solution the next big strategic move for investment banks?

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