The Changing Landscape of the European Financial Services Sector

International audienceThe European financial services sector is confronted with major forces that have changed its competitive dynamics and the strategic context. Firstly, we investigate the pace of the diffusion of two forces for strategic renewal (technological innovations and regulatory changes); secondly, we assess similarities in the pace of diffusion across countries; and thirdly, we assess the impact of these developments on the European financial landscape, focusing on five EU countries from 1990 to 1999. Preliminary findings suggest that country-specific patterns of diffusion have decreased substantially, indicating the emergence of industry-generic patterns of diffusion, while the speed of diffusion is increasing within the sector. This will give rise to a hyper-competitive landscape in the beginning of this century. Understanding the emergence of such landscapes creates important managerial challenges for the strategic renewal journeys of both incumbent firms and new entrants, in the financial services sector and in sectors confronted with similar development

Conclusions and Implications for the Italian Public Sector

This chapter summarizes the contents of the preceding chapters and provides a complete overview of the new training strategies implemented by national schools of Public Administrations. The role of public managers has changed considerably over the years—from a bureaucratic model to New Public Management (NPM) and beyond—and within this framework the competencies and managerial skills required for working in the Public Sector have also changed. In Italy, more than in other countries, the reform of Public Administration has been a distinctive and constant feature of every government since the country was first unified in 1861. Personnel management, evaluation, and HR development systems need to be redesigned in light of the characteristics of the Italian Public Sector and the constant changes which condition and affect it