Next generation banking
 

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Next generation banking Presentation Transcript

  • 1. Digital transformation 
 
 
 en förutsättning för att 
 lyckas i den mobila kanalen Krister Rydmark Director Financial Services Capgemini! Richard Trojmar Mobile Business Manager Nordics IBM
  • 2. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx With 130,000 employees in more than 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services With over 131 000 people in over 40 countries we have a strong global presence • Revenue 2013: € 10,1 billion • Head office: Paris, France We are divided into four disciplines and six sectors Manufacturing Energy, Utilities & 
 Chemicals Telecom, Media & Entertainment Financial Services Public Sector Our Mission & Vision • Our Mission: Enabling Transformation • Our Vision: Enabling Freedom • We advise and support you in transforming your organisation, from strategy through to execution • We provide innovative solutions supported by our deep sector and functional expertise Outsourcing Services Technology
 Services Local Professional Services (Sogeti) 5% 40% 40% 15% Business Mix, by revenue Our business mix enables us to deliver integrated solutions Consumer Products, 
 Retail & Distribution TechnologyServices OutsourcingServices LocalprofessionalServices CapgeminiConsulting Consulting Services
  • 3. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx What is Digital Transformation? 3 DIGITAL  TRANSFORMATION  IS  THE  USE  OF   DIGITAL  TECHNOLOGIES  TO  RADICALLY   IMPROVE  PERFORMANCE  OR  REACH  OF   ENTERPRISES Since  3  years,  Capgemini  Consulting  and  MIT  Sloan  School  run  a  joint  research  program  to   identify  how  digital  leaders  manage  -­‐  or  have  managed  successful  digital  journeys Key  publications  from  our   research  with    the  MIT We  publish  our  Digital   Transformation  Review In  addition,  we  develop  point  of  views   and  papers  on  Digital  Transformation   sub  topics
  • 4. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx Introduction to Digital Transformation ▪ We are already seeing the signs of this transition: ▪ Startups  are  emerging  who  can  envision  and  implement  new  products  and  new  working  and  collaboration  behaviors   ▪ Digital  natives  are  clamoring  for  change  in  their  employers  and  in  the  companies  they  buy  from   ▪ Some  companies,  even  hundred-­‐year-­‐old  firms  with  billions  in  revenues,  are  starting  to  engage  in  digital  transformation “We are now in the midst of a third revolution: digital” Steam  Power  led   to   industrialization Electrification  led   to  innovation   such  as  assembly   line Digital  led  to  re-­‐ envision   processes,   capabilities  and   products Two major technology-driven revolutions have changed the nature of business and society in the past two centuries The one at the top today, will not be the same at the end
  • 5. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx A majority of companies (65%) are currently Digital Beginners ... • Strong  overarching  digital  vision   • Good  governance   • Many  digital  initiatives  generating   business  value  in  measurable   ways   • Strong  digital  culture • Overarching  digital  vision  exists,   but  may  be  underdeveloped   • Few  advanced  digital  features,   but  traditional  capabilities  may  be   • Strong  governance  cross  silos   • Taking  active  steps  to  build  digital   skills  and  culture • Management  skeptical  of  the   business  value  of  advanced  digital   technologies   • May  be  carrying  out  some   experiments   • Immature  digital  culture • Many  advanced  digital  features   (such  as  social,  mobile)...   • ...  but  in  silos   • No  overarching  vision   • Underdeveloped  coordination   • Digital  culture  may  exist  in  silos D i g i t a l i n t e n s i t y T r a n s f o r m a ti o n m a n a g e m e FASHIONISTAS BEGINNERS DIGIRATI CONSERVATIVES 65% 6% 14% 15%
  • 6. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx Some industries are more mature than others, but there are also many exceptions when comparing individual companies Banking Consumer   Packaged  Goods Insurance Pharmaceuticals Retail High   Technology Telecoms Travel  and   hospitality Utilities Telcos   • Fast  to  launch  digital  initiatives • Need  to  integrate  and  align  initiatives  across   silos   Insurers   • Strong  digital  governance  capabilities,  but   cautious  to  investing • Regulatory  worries  and  a  risk-­‐averse  culture Manufacturers  &  Automotive   • See  less  opportunity  /  threat  in  digital   transformation • Need  a  transformative  digital  vision  and  the   leadership  drive Retailers   • Strong  in  social  and  mobile • Need  to  focus  on  cross-­‐channel   consistency,  worker  enablement   and  analytics Banking   • Early  adopter  of  online  services  and   multi-­‐channel  development   • Loosing  ground  due  to  process-­‐  and   backend  system  complexity Manufacturing  &   Automotive
  • 7. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx …but every industry has firms that have already begun to gain the benefits of digital transformation Percentage of firms in each industry by quadrant. “Digital  Beginners  in   any  industry  are   several  years  from   gaining  the  digital   maturity  that  their   Digirati  competitors   already  possess"
  • 8. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx Digitally-mature companies have significantly better financial performance* in terms of revenue generation, profitability and market valuation +6% +9% -4% -10% Basket  of  indicators:   • Revenue  /  Employee   • Fixed  Asset  Turnover Revenue Generation Efficiency -11% +26% -24% +9% Basket  of  indicators:   • EBIT  Margin   • Net  Profit  Margin Profitability -12% +12% -7% +7% Basket  of  indicators:   • Tobin’s  Q  Ratio   • Price  /  book  ratio Market Valuation *  Average  performance  difference  for  firms  in  each  quadrant  versus  the  average  performance  of  all  large  firms  in  the  same   industry  for  the  184  publicly-­‐traded  companies  in  our  sample
  • 9. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx The way they engage customers The way they work 
 and operate Their strategy and business model Digital Leaders have a common DNA Customer Experience Operational Excellence Business model Vision incorporates
 Strategic assets Focus on the 
 “How” more 
 than the “What” Driven from the top Common  characteristics  of   digital  leaders Digital  Leaders  are  changing  business  model,   customer  experience  and  operations
  • 10. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx Capgemini has collected leading Digital Banking examples Customer understanding through digital channels Customer analytics Use of mobile channels with customers Use of social media with customers Worker enablement Process digitization Cross-channel, self-service, personalized experience Business   insights Easy  Bank   Tu  cuentas   «  Compass  virtual  banker  »   (USA)Finest  Online Finest  Online Quick  Deposit   Quick  Pay Best  Self   Service   Bank «  Real-­‐time  processing   «  Apple  iPad/iPhone   «  Google  Cloud     «  Customer  Assistant  Lola  »   Tablet   Banking   Application !Using  Social   Media   Virtual   Operations   Business   Intelligence       Alior  Sync  -­‐  Virtual  Bank Crowd-­‐sourced  credit  card   Mobile  based   personalized   offers !PremiaT  –   Online   Community         Online  Facebook  Integration !Online  Collaboration   –  The  Wall     !PremiaT  -­‐  Mobile   Geopositioning       Social   Media   Credit         Card   Remote   mobile   check   deposit IPhone  voice   recognition  and   assistance   Customer   Analytics Video  chat  with   representatives
  • 11. ‹#›Copyright © Capgemini 2014. All Rights Reserved Next Generation Banking - Capgemini-IBM 2014-05-20.pptx Capgemini has collected leading Digital Banking examples Customer understanding through digital channels Customer analytics Use of mobile channels with customers Use of social media with customers Worker enablement Process digitization Cross-channel, self-service, personalized experience Business   insights Easy  Bank   Tu  cuentas   «  Compass  virtual  banker  »   (USA)Finest  Online Finest  Online Quick  Deposit   Quick  Pay Best  Self   Service   Bank «  Real-­‐time  processing   «  Apple  iPad/iPhone   «  Google  Cloud     «  Customer  Assistant  Lola  »   Tablet   Banking   Application !Using  Social   Media   Virtual   Operations   Business   Intelligence       Alior  Sync  -­‐  Virtual  Bank Crowd-­‐sourced  credit  card   Mobile  based   personalized   offers !PremiaT  –   Online   Community         Online  Facebook  Integration !Online  Collaboration   –  The  Wall     !PremiaT  -­‐  Mobile   Geopositioning       Social   Media   Credit         Card   Remote   mobile   check   deposit IPhone  voice   recognition  and   assistance   Customer   Analytics Video  chat  with   representatives Use of mobile channels with customers !PremiaT  -­‐  Mobile   Geopositioning       “la  Caixa”-­‐  PremiaT,  the  first  online  community   from  a  financial  operator  that  allows   businesses  to  advertise  promotions     ! New  model  never  seen  before  in  the  financial   sector,    brings  together  its  card  customers,   merchant  customers,  online  banking  and   mobile  banking  services   !
  • 12. 
 
 
 
 
 
 Lyckad mobilstrategi =
 
 Att komma så nära som du knappt vågat drömma om…

  • 13. ‹#› Mobile
  • 14. ‹#› Mobile 14 2
  • 15. Mobile  App  Cracking  Is  Widespread Source:  Arxan  State  of  Security  in  the  App  Economy:  “Mobile  Apps  under  Attack”  report  (2012).  Based  on  identifying  and  reviewing  hacked  versions  of  top   iOS  and  Android  apps  from  third-­‐party  sites  outside  of  official  app  stores
  • 16. ‹#› Mobile 16
  • 17. ‹#› Mobile 17
  • 18. © 2013 IBM Corporation‹#› #ibmmobile powered by 10:49 AM Digital VaultCancel New LED TVLabel: Add to Home Inventory? YES Add New Receipt Take Photo vodafone 3G
  • 19. ‹#› Mobile
  • 20. © 2013 IBM Corporation‹#› #ibmmobile Cross-Platform Development
 and Testing GPS & 
 Geo-fencing Direct Update Push 
 Notifications Rapid backend
 integration Offline support & Data sync Security Mobile Application Platform Apps 30% 70% Remote Disable App
 distribution Authentication Single Signon App 
 version
 management Logging &
 Problem
 determination Analytics
  • 21. ‹#› Mobile IBM MobileFirst enterprise life cycle solutions Operationalize Integrated DevOps! for Mobile Instrumentera Analys Managera Lansera Integrera Utveckla Testa! Scanna & Certifiera Design