The wide-ranging rules require firms to review their product suite, communications and end-to-end customer journey, and to consider changes in areas including governance and accountability, MI and reporting, product design, pricing, distribution, servicing and culture - all within a challenging implementation timeframe.
Boards must take full responsibility for delivering Consumer Duty, maintaining effective oversight and challenge, and ensuring good customer outcomes are at the heart of their firms’ strategies, objectives, and culture.
Firms should take a risk-based approach to implementation, targeting complex and risky products that pose the greatest to consumer harm, whilst also ensuring programmes are appropriately resourced and focus is dedicated to the continual monitoring and evidencing of consumer outcomes.
As firms move beyond Day 1 compliance, firms should be looking to build the business case for longer term transformative change and enhance existing capabilities, including using technology to drive greater automation and efficiency. Firms should recognise that embracing the Duty is a unique strategic opportunity to deliver on their vision, purpose and market position, as well as drive long-term value generation for their business.
If you have any follow-up questions, please contact David Kenmir, Andrea Wintermantel, David Croker, Stephen Arnold or your usual PwC contact.