Impactmakers in finance: 100 execs on what the impact transition feels like in practice

From big dreams to brave steps

The financial sector plays a pivotal role in today’s major societal transitions. Climate change, inequality, social security and economic resilience demand different choices, different investments and different leadership. The urgency is widely felt and the ambition is clear: of the 100 executives we interviewed, 87% see it as the financial sector’s responsibility to lead the impact transition.

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And yet, this is exactly where tension arises. Because making impact also means making choices that hurt. Temporary pressure on returns. Customers who drop off. Internal resistance that builds up. And you, who must continuously defend nuanced decisions in an increasingly polarised debate.

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For the publication Impactmakers in the Financial Sector, we interviewed one hundred executives across banking, insurance, pension funds and asset management. Leaders who are working to translate good intentions into real-world action — and discovering that this also demands something of them personally.

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"Ultimately, it comes down to courage. Dare to care. And that’s not easy, especially when you’re doing it alone." - Manager sustainability strategy, insurance provider

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Three daily realities of impact leadership

The publication highlights three recurring themes that leaders deal with every day. Drawing on real-world examples, it shows how others navigate these realities, and what helps them take charge.

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The tension
Decision-making is under constant strain. Between profit, risk and impact, all pulling in different directions. Between serving existing customers and creating space for new ones. Between doing what feels right and doing what is necessary. Decisions are rarely linear.

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The bar
Ambitions sound bold, but complacency is never far away. While major steps are still required to truly embed and realise impact, early progress often already triggers internal pride. The uncomfortable question remains: when are we really doing enough?

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The pain
Real impact creates friction. It requires making unpopular choices and absorbing resistance. Leaders who take impact seriously move through discomfort deliberately and consistently. Those who avoid that choice remain stuck in good intentions.

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At the same time, the conversations show that many are already widening their view from mainly leading their organisation to building trust in ecosystems and showing courage to society at large. Not because it is easy, but because standing still is no longer an option.

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"Nobody applauds you anymore just for turning a profit in a year." - Business banking director, major bank

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This publication is written for board members and senior leaders in the financial sector who recognise that impact is no longer a side issue, but a core strategic question. For those ready to move from ambition to action — even when that comes at a cost.

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