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Capgemini World Payments Report 2027 (Capgemini Research Institute for Financial Services, published 2026): 'Now money really never sleeps - The rise of accelerated intelligent money in B2B payments', a 68-page consulting research report on how stablecoins, tokenized deposits and CBDCs are reshaping B2B payments and what role banks should play.
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Capgemini World Payments Report 2027 (Capgemini Research Institute for Financial Services, published 2026): 'Now money really never sleeps - The rise of accelerated intelligent money in B2B payments', a 68-page consulting research report on how stablecoins, tokenized deposits and CBDCs are reshaping B2B payments and what role banks should play.
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Cover of the Capgemini World Payments Report 2027, subtitled 'The rise of accelerated intelligent money in B2B payments'.
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Contents listing Foreword (4), Executive Steering Committee (6), Executive summary (8), Introduction (12), A new form of money (18), A new source of value (30), A new role for banks (44), Conclusion (56), Partner with Capgemini (57), Ask the experts (58), Key contacts (60), Acknowledgments (62) and Methodology (64).
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Introduces accelerated intelligent money (stablecoins, tokenized deposits, CBDCs), notes only 21% of banks are scaling an instrument, and highlights USD 4 trillion held in nostro and vostro accounts for cross-border settlement.
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Kartik Ramakrishnan, CEO Financial Services at Capgemini, frames the strategic choice banks face: distribute, differentiate, or build infrastructure.
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Nine bank executives guiding the report, from J.P. Morgan Payments, Barclays, Deutsche Bank, Standard Chartered, NatWest, BNP Paribas, Societe Generale, Citi and HSBC.
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Six committee members from Google Cloud, Fiserv, Nyca, Anchorage Digital Bank, Worldline and Network International.
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60% of banks prioritized B2B payment innovation but only 32% of corporates are satisfied with their primary bank, and about 60% of corporates would source stablecoin services from non-banks.
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Only 21% of banks are scaling an instrument; about USD 230 billion (~10% of payments revenue) is under pressure, and leaders are 2.7 times more likely to have identified new revenue streams.
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Describes reactive, offensive and transformative postures: no leaders plan to be reactive vs 40% of mainstream banks, 67% of leaders vs 43% choose offensive, and 33% vs 17% choose transformative.
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Section opener for the introduction chapter.
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Figure 1 shows global non-cash transactions rising from 438.8bn (2015) to 1,964.2bn (2025E), 2,250.5bn (2026F) and 4,002.5bn (2030F), with 15.3% global CAGR 2025-30 and APAC at 2,287.8bn by 2030.
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Lists digital platforms, embedded enterprise technology and infrastructure modernization as drivers, and names APAC (UPI, PayNow, PromptPay) as the fastest-growing region.
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Figure 2 shows cards falling from 65% (2020) to 50% (2025E) and 44% (2030F) of volume while instant payments plus e-money rise from 13% to 26% to 32%, and accelerated intelligent money reaches 4% by 2030.
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Big-stat page: 4% of global payments volume via new instruments by 2030, 60% of banks prioritized B2B innovation, and only 32% of corporates are satisfied, with a Barclays quote on modest near-term share.
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An ABN AMRO quote says adoption, not technical feasibility, is the barrier, and the page sets up the report's focus on next-generation B2B payment instruments.
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Chapter 1 opener.
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Traces paper, electronic and digital payment eras and defines accelerated intelligent money as merging value transfer, settlement logic and business rules into one execution layer.
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Figure 3 compares instant payments, tokenized deposits, stablecoins and CBDCs on issuer, backing, ease of access, yield for end users and autonomous execution readiness.
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Names the three adoption forces and presents a case study: a European transaction bank built a Hyperledger Fabric DLT payment platform with Capgemini in a 12-sprint agile delivery.
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Covers the ~USD 50 billion Terra-Luna collapse, USDT and USDC at ~85% of stablecoin market cap, MiCA, Singapore MAS, the GENIUS Act (July 2025), Hong Kong's Stablecoins Ordinance and UK plans.
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Notes that a lack of global harmonization complicates single operating models and that regulation creates conditions but not urgency.
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A typical large corporate operates in 14 markets with 11 banks and 34% cross-border volume; 74% call cross-border payments slow and costly, and the full payment journey takes about 3.5 days.
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64% report complex ERP/treasury integration, 57% lack live payment status, 55% face instant-payment value limits, and 46% route corridors through unconnected banks.
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Cites Circle USDC's USD 21.5 trillion Q1 2026 volume (263% QoQ), Mastercard-BVNK, ECB Project Pontes, Swift's ledger with 17 banks, and Kinexys at ~USD 5 billion daily.
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Figure 4 ranks adoption priority (tokenized deposits 1, stablecoins 2, wholesale CBDC 3; instant rails continue expanding) and rates each on cost, revenue, risk and demand drivers.
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Explains why stablecoins rank second and wholesale CBDCs third, and argues Tier-1 banks must orchestrate multiple instruments in parallel.
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USD 4 trillion is trapped in nostro/vostro accounts, intraday liquidity averages ~USD 630bn on Fedwire and ~USD 443bn on TARGET2, 13% of cross-border transactions need exception handling, and 36% of B2B volume flows through non-banks.
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Chapter 2 opener.
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Figure 5 splits banks into 21% leaders actively scaling and 79% mainstream, with three leader priorities: capitalizing on corporate demand, building new revenue engines and scaling for continuous execution.
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Leaders understand that corporates value settlement certainty, real-time visibility and control, with a quote from the CEO of Qivalis.
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Figure 6 plots use cases by corporate friction and willingness to pay, highlighting reinsurance multi-party settlement, 24/7 cross-border B2B payments with atomic settlement, and real-time cash visibility as priorities (n=1,110).
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25% of insurers use non-banks for multi-party reinsurance settlement and 25% of corporates use non-banks for always-on cross-border flows, with examples from Aon, HSBC, BNP Paribas and Siemens.
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Case study: an APAC bank and Capgemini built a DLT token-based intra-bank settlement proof of concept using ISO 20022, which validated instant and 24/7 settlement.
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42% of corporates use non-banks for real-time cash visibility; 70% of bank executives expect instant payments and intelligent money to converge, and 55% expect digital wallets to become the primary interface.
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Rails carrying 71% of B2B volume face pressure, and about USD 230 billion (~10% of revenue) is at risk; leaders expect to offset declines in 15 months vs 25 for mainstream banks (1.7x faster).
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Figure 7: leaders vs mainstream adoption of bundled services (66% vs 46%), subscription (54% vs 30%), outcome-based pricing (41% vs 12%), tiered volume pricing (59% vs 67%) and fixed fees (51% vs 60%); leaders are 3.1x more likely to find new revenue streams.
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71% of corporates prefer banks over fintechs for tokenized payments at equal cost and quality, and compliance must shift from post-transaction detection to pre-transaction prevention.
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Leaders outpace peers 1.5x in cross-network monitoring and 1.2x in AI surveillance and embedded AML/KYC; a WNS case cut verification times ~15 days, lifted CSAT 1,200 bps, cut cost-to-resolve 30% and ramped 600+ staff.
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Figure 8 compares leaders vs mainstream readiness: digital asset talent 56% vs 17% (3.3x), smart contract governance 52% vs 21% (2.5x), 24/7 process redesign 64% vs 33% (1.9x), and tokenization 56% vs 23% (2.4x).
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Leaders show 3.3x higher readiness in digital-asset talent; quotes from Standard Chartered and Mastercard stress multidisciplinary talent and organizational readiness.
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Chapter 3 opener.
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Details reactive (e.g. partnering with Circle), offensive (Standard Chartered HK-Singapore tokenized deposits) and transformative (JPMorgan, Citi, Wells Fargo, BofA tokenized deposit network; 21-bank stablecoin consortium) postures and their trade-offs.
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Big-stat page with a quote from the CEO of Quant urging smaller banks to join consortia, arguing the right posture depends on capabilities and risk appetite.
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Figure 9 shows a stack of foundational capabilities, move value, program value and connect value, with reactive, offensive and transformative involvement levels.
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Figure 10 lists must-have capabilities: agile operating model, trust and resilience, interoperable infrastructure, open orchestration, and an always-on AI decisioning engine.
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Explains organizational and technology foundations and the AI decisioning layer, concluding that foundational capability building is a no-regret investment in a hybrid market.
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Case study: a global financial messaging provider and Capgemini built a tokenized deposit interoperability prototype (Paladin, then Validium) in six months, with ~30 global banks defining MVP requirements.
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Defines move-value capabilities (liquidity coordination across corridors) and program-value capabilities (AI-native decisioning and rules), with quotes from Stripe and HSBC.
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Describes conditional payment execution tied to ERP and treasury systems, and introduces connect-value capabilities for ecosystem-wide coordination.
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Explains the three connect-value capabilities, cites the CBMT sandbox (Commerzbank, DZ Bank, BNP Paribas, BASF, Siemens and others), and quotes Partior and J.P. Morgan's Kinexys.
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Case study: Capgemini and Kaleido extended a messaging provider's CBDC connector across Corda, Hyperledger Fabric and Besu, demonstrating atomic settlement, FX and trade finance use cases.
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Maps postures to future roles: reactive = gateway institution, offensive = orchestrator, transformative = ecosystem owner.
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Summarizes that leaders are winning treasury and cross-border mandates, shaping standards and unlocking new revenue, and that standing still is no longer an option.
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Describes Capgemini offerings in Connected Accelerated Intelligent Money, Connected Payments, and Financial Crime and Compliance.
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Profiles six Capgemini payments leaders including Gareth Wilson, Jeroen Holscher, Florian Forst, Ravi Vikram, Michel Vaja and Michael Levens.
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Profiles Sriram Kannan, Luca Russignan and Vivek Singh of Capgemini and the Capgemini Research Institute for Financial Services.
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Regional Capgemini contacts for Global, Americas, Asia, France, Australia, Belgium/Netherlands, Japan and Italy.
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Contacts for Latin America, Austria/Germany, Spain, Middle East, Nordics, Switzerland and the UK.
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Thanks participating banks, other financial services firms, technology firms, survey partner INJ Partners, and the Capgemini research, sponsorship, payments network and marketing teams.
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Introduces the report team: project manager Bipin Jose, deputy Badhri Narayanan Ravikumar, and analysts Vartika Kansal and Aravindh M A Shanmugam.
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Describes the 2026 Global Corporate Survey (1,110 corporates with over USD 1bn revenue across insurance, manufacturing and logistics) and the Banking Executive Survey (300 executives, 50+ interviews) across nine markets, May-June 2026.
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Lists 21 sources including the Federal Reserve, WEF, Swift, BIS, Circle, Mastercard, J.P. Morgan, Aon, HSBC, BNY, Standard Chartered and CBMT.
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About Capgemini (410,000+ people in 50+ countries, 2025 revenue of EUR 22.5 billion), the Research Institute's Financial Services World Reports series, and a disclaimer.
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A QR code and link to the World Payments Report page, the payments@capgemini.com contact and a press contact.
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Preguntas comunes sobre esta diapositiva y el contenido de la presentación subyacente.
It examines 'accelerated intelligent money' (stablecoins, tokenized deposits and CBDCs) in B2B payments. It is organized in three chapters: a new form of money, a new source of value, and a new role for banks. It also includes an executive summary, four Capgemini case studies, the methodology and endnotes, across 68 landscape pages.
Only 21% of banks are actively scaling at least one intelligent money instrument. 60% of banks prioritized B2B innovation, yet only 32% of corporates are satisfied with their primary bank, and about 60% would source stablecoin services from non-banks. About USD 230 billion (~10% of payments revenue) is exposed to disruption, USD 4 trillion sits in nostro/vostro accounts, and new instruments could carry ~4% of global payments volume by 2030.
It is published by the Capgemini Research Institute for Financial Services, Capgemini's in-house think tank, as part of its annual Financial Services World Reports series. The 2027 edition was released in 2026. It is based on a 1,110-company corporate survey and a 300-executive banking survey run in May-June 2026 across nine markets.
Almost every content page has an action title that states the takeaway. Numbered figures carry clear sources and sample sizes (n=300, n=1,110), and single statistics such as 21%, 3.5 days or USD 230 billion are shown as big-number callouts. It also uses dot-rated comparison matrices, a 2x2-style priority grid and a 'house' capability framework. Chapter dividers and the recurring blue-fabric photography keep the long document visually consistent.
Reactive banks distribute third-party capabilities and act as gateways. Offensive banks invest selectively in corridors and use cases and act as orchestrators. Transformative banks build shared infrastructure and standards and become ecosystem owners. None of the leaders plan to be reactive, compared with 40% of mainstream banks.
Use action titles, one key message per page, big-stat callouts and sourced charts. 2Slides can turn a document, report or outline into a presentation, so you can upload your research notes or a PDF and generate slides in a consulting-report style, then refine the titles and charts.
The original PDF is available from Capgemini at https://www.capgemini.com/wp-content/uploads/2026/04/WPR_2027.pdf. The report's back cover also points to the World Payments Report page in Capgemini's research library.
Original full report published by Capgemini Research Institute in 2026.
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