Barclays' Struggle to Integrate Analytics

An interactive executive deck on why a globally scaled universal bank can have powerful analytics assets, yet still struggle to convert them into enterprise-wide decision advantage.

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MAIDA LT-9

Core Thesis

The problem is not technology. It is decision design.

Davenport Five-Stage Model

Barclays is stuck between Stage 2 and Stage 3.

Maturity distribution

Uneven analytics maturity

Stage 2-3

Investment Banking42%

Enterprise Core34%

Retail Banking24%

Most Powerful Finding

One bank. Two analytics realities.

VS

DELTA Plus Diagnostic

Technology scores high. Enterprise alignment scores low.

DELTA+ interactive graph

Root Cause Explorer

Why the struggle persisted.

Selected root cause

Evidence

Accountable area

What this means

Management move

Implication

Initiative-Caveat Pattern

Every success had a structural limitation.

Outcome

Caveat

Recommendation Portfolio

Prioritized transformation roadmap.

Impact

Effort

Timing

Impact vs effort score

Click a recommendation bar to open the full action card.

Impact vs Effort

Where should Barclays start?

Selected move

High Impact

Low Impact

Low Effort

High Effort

Executive Conclusion

Ring-fencing is the paradox.

It protects retail customers, but blocks the integration retail needs to compete.

Analytics maturity is not about how much Barclays invests. It is coordination, targeting, and cultural commitment.

Barclays has the assets. What is missing is the will to act.

Questions

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