Digital Transformation at JP Morgan Chase & Co.
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This document summarizes J.P. Morgan Chase's digital transformation from 2006 to present. It overviews their shift from a traditional banking business model focused on interest, trading, and fees, to becoming a digital bank through digitizing channels and prioritizing customer intimacy, product leadership, and operational excellence. Key aspects of J.P. Morgan Chase's transformation included owning their technology platform, hiring over 2,500 digital technology employees, establishing an innovative culture where technology is a priority, and measuring success through increased customer satisfaction and business efficiency.
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The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
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The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Going Digital - The Banking Transformation Road Map
The document discusses the digital transformation occurring in the banking industry. It finds that digital banking leaders understand the importance of mobile, are developing more agile operating models, and have undertaken internal cultural shifts to be more customer-centric. These leaders are fundamentally changing their organizations to deliver the best customer experiences and results. The greatest challenge for banks will be changing internal mindsets and cultures to adapt to the digital age.
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Customer experience is a catalyst in many digital transformation projects. It is why many businesses invest in new technologies and processes to more effectively engage customers, constituents, or employees. The goal of putting digital tools to work in a transformative way is to ensure that data and insights connect people with information and processes that ultimately lead to a better experience for customers. Yet, it demands a modern approach that considers all of the platforms, processes, and data across the customer journey. The goal for many organizations is dynamically maintaining a single source of truth about each customer to drive personalized experiences based on individual preferences and behaviors.
However, businesses today have primarily invested in systems of record. While these systems are critical for managing internal operational processes, they are typically not effective for today's pace of business change. Insight-driven experiences require customer intelligence platforms that can finally create a customer 360. The deeper data and improved algorithms now available let users factor in individual affinity, segment, and a myriad of growing data sources. The result is greater relevance and effectiveness to deliver a differentiated experience that in today’s competitive landscape is not a luxury, but a necessity for survival.
In this session we will address:
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•The importance of machine learning to uncover hidden insights
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Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
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Learn how your bank can meet the demands of the connected corporate customer. These slides will focus on how to improve the commercial banking customer experience, generate a 720 degree view of the client and bank operations, and provide real-time reporting capabilities to customers.
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The Digital Electric Company of the Future
Questions
•
What kinds of cities do we want to live in tomorrow?
•
What if assumptions behind the projections about urbanization are wrong, and the current trend of urbanization is reversed by 2030 or 2050?
•
What if the global south achieved the same level of prosperity, wealth, and standard of living as the global north?
|
CRM SYSTEM IN NBFC SECTOR
This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
Crm system (nbfc sector)
This document provides an overview of Customer Relationship Management (CRM) in the context of non-banking financial services in India. It discusses how CRM can help automate lending operations, boost sales, improve customer experience and loyalty. However, challenges include creating a unified customer view across multiple systems and products. The document also outlines various CRM techniques used by non-banks like mobile and online banking. It emphasizes the importance of embracing new technologies like artificial intelligence, analytics and cloud-based solutions to gain insights, manage growth and stay compliant with regulations.
Embracing digital technology, a new strategic imperative 2013
Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. To better understand how businesses succeed or fail in using digital technology to improve business per- formance, MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1,559 executives and managers in a wide range of industries.
Their responses clearly show that managers believe in the ability of technology to bring transformative change to business. But they also feel frustrated with how hard it is to get great results from new technology.
The key findings from the survey are:
- According to 78% of respondents, achieving digital transformation will become critical to their organiza- tions within the next two years.
- However, 63% said the pace of technology change in their organization is too slow.
- The most frequently cited obstacle to digital transformation was “lack of urgency.”
- Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda. Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
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Digital Transformation at JP Morgan Chase & Co.
- 1. Group G Technology & Innovation Management Digital transformation at J.P. Morgan Chase & Co. (2006-present)
- 2. #1 Financial Services Company in the USA
- 3. Visioneering: As-Is Business Model Interest on Loans Securities Trading Service Fees
- 4. As-Is To-Be: Value Discipline Digitizing Channels Customer Intimacy Product Leadership Operational Excellence
- 5. As-Is To-Be: Vision 3 Business Principles Guiding Principles in Digital Transformation Building a Great Team & a Winning Culture Aspiring to be the Best Executing Superbly
- 6. Current state: To-Be A Digital Bank (2018) #1 Most Visited Bank online with 46.7 Million Digital Customers in 2017 (+50% in 5 years)
- 7. Engineering: Role of Technology Capgemini Framework Customer Experience Operational Processes Business Model Customer Understanding Process Digitisation Digitally-Modified Businesses Top-Line Growth Worker Enablement New Digital Businesses Customer Touch-Points Performance Management Digital Globalisation
- 8. Customer experience Customer Understanding 1. Choice 2. Ease of Business 3. Safety 4. Personalization
- 10. Engineering: Innovativeness of Technology Budget Allocation $9+ billion a year since 2006 $10.8 billion in 2018
- 11. Innovativeness of Technology 2015: Chase App is a “Trendsetter in the Financial Services Industry” (CXFS). 2017: Chase’s LOXM is starting the “Wall Street Robot Revolution” (Bloomberg).
- 12. In a Nutshell Gordon Smith, current COO “We didn’t change the products – we just made it easier for customers to get the ones they want” (2017).
- 14. Commandeering Hiring Policy “More than 2,500 are in digital technology. Think of these talented individuals as driving change across the company.”
- 15. Commandeering Organizational Culture “We are a technology company.” Marianne Lake, CFO
- 16. Commandeering The Role Of Leadership Fashionistas Digital Masters Beginners Conservatives DigitalCapability Leadership Capability
- 17. Measuring Success Customer Satisfaction JP Morgan 2018 Strategic Update: +19% Increased Customer Satisfaction for Digitally Engaged Households
- 18. Measuring Success Business Efficiency -94% Check Deposits for Digital Transactions (QuickDeposit)
- 20. Thank You!