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Corporate and investment banking (CIB) entered 2026 at a decisive turning point. The industry remains on a growth trajectory, but revenue momentum is slowing and projections suggest this decline will continue for the rest of the decade. Competitive pressure is intensifying as non-bank financial institutions scale in private credit and trading, while fintechs increasingly control digital client interfaces. At the same time, clients’ expectations continue to rise and dissatisfaction is widespread: only 23% of clients believe their bank is delivering the real‑time, personalised, digital banking experiences they now require.1
But this inflection point also presents great opportunity, and some banks are grabbing it. These leaders are breaking the structural barriers that have traditionally held them back to pursue foundational change: modernising technology and legacy architecture, retooling operating models, strengthening ecosystem partnerships, and embedding Artificial Intelligence (AI) across their businesses. Early movers are realising tangible benefits – increased client engagement, new revenue streams, and decreasing cost to serve – and beginning to pull ahead.
The inaugural edition of our World Corporate and Investment Banking Report 2026 draws on results of three quantitative online research studies:
Our research spanned 11 key markets across North America, Europe, Asia-Pacific, and the Middle East; together, these surveys provide a comprehensive view of the structural pressures, evolving client expectations, and transformation priorities shaping the CIB ecosystem.
To embrace the new CIB industry paradigm, bold innovation that unlocks real, transformative change is a must. Capgemini’s World Corporate and Investment Banking Report 2026 urges industry players to focus on four central priorities:
We provide a transformation roadmap to help your organisation lean into these strategies and become a true client-centric capability orchestrator. Download the report today to discover how to unlock enterprise-wide performance growth and become a leader in the new digital, data-driven CIB industry landscape.
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CIB revenue growth is slowing, even as the overall revenue pool continues to expand
Although CIB revenues continue to rise in absolute terms, their share of total banking revenues is expected to decline over the forecast period. Deceleration in CIB growth reflects a more complex, demanding environment for banks, shaped by structural industry shifts – with CIB accounting for a smaller proportion of overall banking revenues by 2029.
Today’s clients expect convenience and leading-edge bank services
Expectations for customer experience continue to evolve as institutional and corporate clients seek deeper expertise, more contextual engagement, and greater responsiveness and transparency. Together, these expectations are increasingly setting a higher baseline for CIBs.
Operational inefficiencies remain a structural challenge for CIBs
Process fragmentation and heavy manual intervention remain persistent challenges across CIB operations. These inefficiencies limit scalability and responsiveness, reinforcing the need for more streamlined, integrated operating models.
Approaches to addressing talent and culture challenges remain selective
CIBs are still focusing on targeted skill acquisition and selective capability building initiatives. However, broader cultural enablers appear less emphasised, suggesting uneven progress in embedding technology adoption across the organisation.
1Capgemini Research Institute for Financial Services Analysis, 2026.
The information in this report is general and not intended as legal, tax, investment, financial, or professional advice. Capgemini assumes no liability for errors or omissions or the use of this material. This report is for informational purposes only and may not address your specific needs. Capgemini disclaims responsibility for translation inaccuracies and provides the information “as-is,” without warranties. Capgemini will not be liable for any losses arising from reliance on this information.
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Global Corporate and Investment Banking Practice Leader
Global Head of Capital Markets Practice
CIB CoE France
UK Corporate and Investment Banking Practice Leader
Vice President, Invent NA
Global Head of Banking and Capital Markets Practice
Global Head of Capgemini Research Institute for Financial Services
Head of Banking and Capital Markets, Capgemini Research Institute for FS
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Global COO – CIB
Banco Santander
CEO
Natixis
COO – Global Banking and Investor Solutions and Sponsor of AI for the Group
Societe Generale
Global Treasury and Cash Performance Director
Pernod Ricard
COO – Global Financing Division
Credit Agricole CIB
Head of financial services EMEA and Global Banking
Databricks
Head of Global Markets Continental Europe, Middle East and Africa
BNPP
Head of Strategy, Commercial & Institutional
NatWest
Deputy CEO
Amundi
President
Murex
Industry Adviser
Armstrong Wolfe
Executive Vice President, Lending
Finastra
Managing Director
Barclays Investment Bank
Head of Platforms – CIB
Standard Chartered
Global Head of Capital Markets Specialists
AWS
SVP Treasury, Financing & IR
Suez
Chair of Advisory Board
Kyriba
Head of Group Financing and Treasury
Orange
Managing Director, Technology, Transaction Banking
TD Securities
Senior Managing Director and Head of Investment Banking
Raymond James
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