In a global economy, deregulation, new technologies, the blurring of industries, the emergence of e-business, internationalization of competition, the growing importance of sustainability, all are trends that strongly affect the business environment. Because these trends are often, in one way or another, connected to each other, extrapolation of these trends is hazardous. Companies must become able to react appropriately and adjust their business processes. Increasing customer demands are forcing the development of high-transaction, and high-performance applications. On the other hand, the development of innovative distribution channels is changing the way of selling policies in personal lines. The growth of the internet and electronic commerce has quickly become a major topic within the industry. The conjunction of data warehousing with web technology is a key trend, providing financial institutions with wide data distribution capabilities at relatively low cost. More and more customers tend, in fact, to turn to new low cost channels, such as online banking or retail organisation that focus on customer relationship Management (CRM). Thus a crucial question to be addressed is, can mature business rejuvenate and respond to the changing demand of their customers? Furthermore, power has shifted significantly through collaborative strategies. It is a new way of finding and leveraging external resources to achieve innovation and continuous growth. The search for economies of scale as well as cost savings, geographic spread, diversification, better quality business, wider distribution channels and the ability to exploit profitable areas are the major reasons for the wave of collaborative strategies. Thus, the question that arises is if organizations with established structures and culture can sustain their already established structure and respond quickly to the external environment. Unfortunately, the traditional ways in which financial services organisations sold and delivered their products have become institutional barriers to their future success. Traditionally these businesses were organised on functional lines with strong bureaucratic practices for passing work from one department to the other. The concerns of the customer disappear during the lengthy process of account settlement. These businesses need to be facilitators, flexible, and not rigid. They need to learn to listen and customize, not offer standard products and services. Customers are shopping around for value and service like never before. Changes threaten the viability of businesses that can not achieve scale or an appropriate specialisation in their market. In an increasingly uncertain world, it is the most adaptable to change that can survive. In other words, there is one certainty: the fast and flexible can dominate the market in the long term. On the other hand, do traditional theories of strategy have any currency for these types of organization? The appropriate knowledge strategy should add features, improve performance, design a complex and innovative web of relationships, focus on uniqueness and differentiation and reduce cost. They must be faster to launch new lines and develop venture strategies to achieve sustainability and growth.