台灣金融業財富管理變革之研究

Abstract

本論文觀察到現階段國內金融機構在尋求突破、發展與擴張時，仍存在四個關鍵障礙。更觀察到金融業財富管理的現況存在七個困境，因此本論文主要目的是探討當財富管理部轉型變革成以顧客為中心的價值導向時，其內部的四個核心團隊，分別是理財專員團隊、投資顧問團隊、投資策略研究團隊，以及商品規劃團隊，應如何在組織『權責利』的轉型與變革，本論文就每一個團隊的職掌、組織分工、激勵方案等方面進行重新定位並申論每個團隊的變革策略。 接著探討變革領導人執行變革策略時的工作要領，從帶領員工心態的轉變到凝聚共識，產生由下至上的響應力，重新設計目前缺乏誘因的薪酬制度留住人才和培育新人、加速投資行內智能設備以迎向企業短期、長期願景的決心。 最後討論變革後四個團隊合作運行所產生的綜效，即以『成功的財富管理業務經營模式』來創建一個正循環，一個能和現有客戶及更多的潛在客戶做更深入的互動，從而快速提供量身訂製的新產品解決方案的優質財富管理生態系統。

This paper first observes that there are still four key obstacles when domestic financial institutions seek breakthroughs, developments and expansions at this stage. It is further observed that there are seven difficulties in the current situation of wealth management in the financial industry. Therefore, the main purpose of this paper is to explore the transformation of the wealth management department into a customer-centered value proposition. The four core teams, relationship manager team, investment advisory team, investment strategy research team and product team, should conduct transformation of “rights and responsibilities”. This paper repositions each team’s value proposition, reorganization, and incentive plan. Discuss the transformation strategy of each team. Then we explore the key points for the leadership of transformation, from leading the change of employees' mindset to cohesiveness and generating bottom-up responsiveness, redesigning incentives program to retain talents and nurturing new people, and accelerating investment in smart devices. These strategies will lead to meet the company's short-term, long-term vision of determination. Finally, we discuss the synergy generated by the cooperation of the four teams after transformation, that is, to create a positive cycle with “successful wealth management business model”, one can have deeper interaction with existing customers and more potential customers. This quickly provides a quality wealth management ecosystem that is tailored to new product solutions.