European banks have been slow to digitally transform, with only 20-40% of processes digitized and less than 0.5% of spending going to digital. As a result, most banks only offer basic online transactions. However, over two-thirds of European banking customers will be highly adapted to the digital world in the next 5 years. Full digital transformation could increase a bank's earnings by over 40% through automating processes and moving activities online to cut costs by 20-25%. However, banks have viewed digital transformation too narrowly, failing to fully integrate new technologies across their organizations.
Going Digital: The Banking Transformation Road MapSemalytix
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.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
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
The document discusses how financial services organizations need to change their operations to keep up with customer expectations, especially the expectations of Millennial customers. It finds that 79% of organizations agree they will need significant changes over the next five years to meet the needs of 18-25 year old customers. Millennials expect seamless omni-channel experiences and value for money. They also prefer self-service options and still value personalized human interactions. To adapt, organizations need flawless omni-channel service, innovative products, technology to support self-service, and well-trained employees supported by data and recommendations.
Banks are facing pressure from low interest rates and competition which is reducing profits, so they must leverage big data and mobile capabilities to provide new digital services to customers, gain insights from customer behavior, and target them with personalized offers in order to differentiate themselves, improve the customer experience, and generate additional revenue streams.
Addiko Bank Digital Transformation Experience - Microsoft Sinergija 18Vladimir Ljubibratic
Addiko Bank Digital Transformation Experience drive with Microsoft Dynamics 365 platform to achieve better customer engagement, employee productivity and transform operations and products.
This document provides a summary of the latest developments in personal finance management (PFM) tools from around the world. It features examples from 23 banks in 12 countries and analyzes over 60 banks globally. The report is divided into sections that discuss lessons learned, vendor insights, top PFM developments in the last year, increasing customer engagement, and implications for banking. PFM tools are categorized into three levels: basic visualizations, analysis features, and tools to take action. Recent innovations highlighted include improved cross-channel integration and a focus on intuitive, interactive visualizations and engagement features to help customers better understand and manage their finances.
This document provides a summary of a report on personal financial management (PFM). The report aims to highlight new PFM developments over the last 12 months, summarize what leading vendors have accomplished, and identify key trends. It analyzes PFM offerings from 40 banks across 10 countries. The report segments PFM offerings into basic visualizations, analysis tools, and tools to take action. It finds that while traditional banks have not significantly improved PFM, new digital-first offerings provide more engaging experiences across channels. Leading vendors are focusing on utilizing big data to provide more intelligent insights and targeted offers to users.
World Payments Report 2014 Key Findings PresentationCapgemini
Ten years after publishing the first World Payments Report, Capgemini and RBS continue to provide insight into global and regional non-cash payment trends. In this presentation from the World Payments Report 2014, we explore what is driving payments growth, the increasing overlap of key regulatory and industry initiatives, the increased cascade effect, and innovation and transformation in payments processing. Visit www.worldpaymentsreport.com for more information.
The Transformation Imperative - Jon Davies Banking White Paper v1Jon Davies
The document discusses the imperative for digital transformation in the banking industry. It states that banks are at a crossroads and must adapt to unprecedented technological changes like mobile and online banking. New fintech entrants not burdened by legacy systems pose a major threat to traditional banks. The document argues that to compete in the future, banks need to transform their structures, processes and mindsets through comprehensive digital strategies. This involves embracing technologies like analytics, cloud computing, and developing a digital mindset. The decisions banks make around digital transformation will ultimately determine their future success or decline in the rapidly changing financial industry.
Going Digital: The Banking Transformation Road MapSemalytix
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.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
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
The document discusses how financial services organizations need to change their operations to keep up with customer expectations, especially the expectations of Millennial customers. It finds that 79% of organizations agree they will need significant changes over the next five years to meet the needs of 18-25 year old customers. Millennials expect seamless omni-channel experiences and value for money. They also prefer self-service options and still value personalized human interactions. To adapt, organizations need flawless omni-channel service, innovative products, technology to support self-service, and well-trained employees supported by data and recommendations.
Banks are facing pressure from low interest rates and competition which is reducing profits, so they must leverage big data and mobile capabilities to provide new digital services to customers, gain insights from customer behavior, and target them with personalized offers in order to differentiate themselves, improve the customer experience, and generate additional revenue streams.
Addiko Bank Digital Transformation Experience - Microsoft Sinergija 18Vladimir Ljubibratic
Addiko Bank Digital Transformation Experience drive with Microsoft Dynamics 365 platform to achieve better customer engagement, employee productivity and transform operations and products.
This document provides a summary of the latest developments in personal finance management (PFM) tools from around the world. It features examples from 23 banks in 12 countries and analyzes over 60 banks globally. The report is divided into sections that discuss lessons learned, vendor insights, top PFM developments in the last year, increasing customer engagement, and implications for banking. PFM tools are categorized into three levels: basic visualizations, analysis features, and tools to take action. Recent innovations highlighted include improved cross-channel integration and a focus on intuitive, interactive visualizations and engagement features to help customers better understand and manage their finances.
This document provides a summary of a report on personal financial management (PFM). The report aims to highlight new PFM developments over the last 12 months, summarize what leading vendors have accomplished, and identify key trends. It analyzes PFM offerings from 40 banks across 10 countries. The report segments PFM offerings into basic visualizations, analysis tools, and tools to take action. It finds that while traditional banks have not significantly improved PFM, new digital-first offerings provide more engaging experiences across channels. Leading vendors are focusing on utilizing big data to provide more intelligent insights and targeted offers to users.
World Payments Report 2014 Key Findings PresentationCapgemini
Ten years after publishing the first World Payments Report, Capgemini and RBS continue to provide insight into global and regional non-cash payment trends. In this presentation from the World Payments Report 2014, we explore what is driving payments growth, the increasing overlap of key regulatory and industry initiatives, the increased cascade effect, and innovation and transformation in payments processing. Visit www.worldpaymentsreport.com for more information.
The Transformation Imperative - Jon Davies Banking White Paper v1Jon Davies
The document discusses the imperative for digital transformation in the banking industry. It states that banks are at a crossroads and must adapt to unprecedented technological changes like mobile and online banking. New fintech entrants not burdened by legacy systems pose a major threat to traditional banks. The document argues that to compete in the future, banks need to transform their structures, processes and mindsets through comprehensive digital strategies. This involves embracing technologies like analytics, cloud computing, and developing a digital mindset. The decisions banks make around digital transformation will ultimately determine their future success or decline in the rapidly changing financial industry.
Growing competition and regulatory pressures are forcing Dutch banks to reconsider their traditional payments business models. A survey of the top four Dutch banks found that their payments operating models need optimization to better serve changing customer needs. The banks recognize the need to adopt more customer-centric approaches, including overhauling outdated technologies, implementing payment hubs for end-to-end visibility, streamlining processes, and establishing centers of excellence for talent management. Adopting selective outsourcing strategies and transitioning to managed service models can also help banks cut costs and refocus on their core businesses.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
The document discusses digital transformation in financial services. It covers topics like fintech, large technology companies in financial services, decentralized finance, and regulation. It provides case studies on GovTech payments in smart cities, Denmark's response to COVID-19 by collaborating with fintech startups, Mastercard's work with cities, the Spanish regulatory sandbox, and the development of China's digital yuan central bank digital currency. The document is from a session on digital transformation in financial services as part of an executive program on digital transformation.
2013 Retail Banking Digital Marketing ReportMARC USA
This document provides an executive summary of the Global Retail Banking Digital Marketing Report 2013. The following key points are made:
- Banking through digital channels like online and mobile banking has grown rapidly worldwide in recent years. As digital channel use increases, banks need to evolve marketing efforts from traditional branch-focused campaigns to more effective digital marketing.
- The report measures banks' digital marketing capabilities using the Efma/Wipro Digital Marketing Capability Index. Only 10-15% of banks score highly, with an average score of 49% across eight capabilities, indicating potential for improvement.
- Developing countries generally have very low digital marketing capabilities due to low online banking usage. Developed countries show a
Digital transformation in banking - PiServeJo Matt
The #1 reason more than half of the Fortune 500 have disappeared since the year 2000: failure to achieve digital change.
30%+higher profit among companies undertaking digital transformation than their industry peers
45% share of market leaders expected to fall out of the top 10 in their industries due to digital disruption over the next 5 years
Read more from the slides.
How the NPP can help you win the war for customer relationshipsNatalie Yan-Chatonsky
The New Payments Platform (NPP) promises to transform payments in Australia by enabling real-time funds transfers 24/7/365. This will address several trends impacting banks, including rising digital disruption, growing non-cash transactions, increasing fintech competition, and an emphasis on customer-centric product design. The NPP offers solutions to back office challenges while unlocking opportunities to strengthen customer relationships through improved payment experiences. Embracing the NPP will be essential for financial institutions to remain competitive and retain customers in the evolving financial services landscape.
Digital transformation involves using digital technologies to radically improve the performance or reach of enterprises. Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services, with over 130,000 employees in more than 40 countries. The presentation discusses digital transformation and how most companies are still in the early "beginner" stages, but outlines examples of leading digital practices in banking like using mobile channels, social media, analytics and digitizing processes to improve the customer experience.
This document provides a summary and excerpt of a report on tablet banking strategies. The report explores how banks are developing their tablet banking propositions in relation to mobile banking, and highlights features being implemented by leading banks to improve the user experience. The summary includes analysis of strategic considerations, account management innovations, and personal financial management functionality from sample banks. It also outlines Mapa Research's expertise in digital banking reports and contact information for the report authors.
In light of global explosive growth in mobile banking and the financial services sector's dominant position in enterprise adoption of mobile, this presentation provides advice for optimizing the corporate mobile banking experience and discusses the compelling benefits of mobile.
http://www.aciworldwide.com/events
The document discusses the rise of digital banking and outlines four models of digital banks: digital bank brands, digital bank channels, digital bank subsidiaries, and digital native banks. It also identifies lessons learned from digital pioneers, such as the importance of scale, designing good customer experiences, and generating profitable products beyond basic deposits. Finally, it defines what constitutes a true digital bank and the key areas of optimization required, including digitally optimized interactions, products, processes, insights, and organization.
10th Annual World Payments Report 2014 from Capgemini and The Royal Bank of S...Capgemini
Ten years after publishing the first World Payments Report, Capgemini and RBS continue to provides insight into global and regional non-cash payment trends. This year it gives us a view on cross border payments and a spotlight on the U.S. market; the latest regulatory and industry initiatives including PSD2, immediate payments and intraday liquidity management; innovation within payment processing; and key changes over the last 10 years and what can we expect from the payments industry over the next 10 years.
This document summarizes a workshop on payment systems reviews and scenario planning. It discusses key trends in the global B2B payments market, including the large volume of paper checks still used and efforts to electronify payments. Commercial cards, ACH payments, purchase-to-pay solutions, and bank wire transfers are analyzed in terms of their attractiveness and challenges. Acceptance issues are identified as a major barrier to increased commercial card usage. The document advocates transitioning to electronic payment methods to increase payment system efficiencies.
The document discusses the changing dynamics of enterprise solutions adoption in the lending industry. It notes that customers are driving financial institutions to invest more in technology for the top-line rather than just the middle or bottom line. Emerging technologies like analytics, big data, and mobility are enabling lenders to enhance customer experience and differentiation. The document examines trends in other industries like insurance, retail, and pharmaceuticals that are using technologies to focus on top-line growth through improved customer acquisition, retention, and lifetime value. It provides recommendations for how lenders can align themselves with changing market dynamics including developing a holistic business strategy and focusing IT investments on long-term strategic priorities and business performance metrics.
Banking on Digital: Innovation in Financial ServicesBackbase
A 'Digital First' mindset is fundamental for financial services providers focused on significantly enhancing customer satisfaction, building customer loyalty and deepening share of wallet. In this joint Accenture and Backbase webinar, Joydeep Bhattacherya, Managing Director at Accenture and Jouk Pleiter, CEO & Co-Founder at Backbase will talk about how banks can adopt a Digital First strategy and will focus on how to create a Amazon-like post-login banking experience.
Regulatory compliance is a very challenging task for bankers. Digital banking adds to the complexity . Banks need to go beyond regulatory compliance to be safe and successful in digital banking , as regulation is always a caching up game. Police cannot outsmart thief.
This document discusses how FinTech is shaping the financial services industry. Some key points:
1. More than 20% of financial services business is at risk from FinTech competitors by 2020 according to the report. Over half of respondents are unsure or unlikely to respond to blockchain technology.
2. Consumer banking and payments are seen as the sectors most likely to be disrupted over the next 5 years. Up to 22% of banking and payments business could be at risk by 2020.
3. Asset management and insurance are also facing increasing disruption from FinTech with up to 28% of their business at risk by 2020. Incumbents in these industries see more disruption potential than outsiders do.
4. Customer
This presentation on the theory of digital transformation was given by Professor Gianvito Lanzolla, Professor of Strategy at Cass Business School as part of the event, Unbundling the Banks on Apr 9th 2015 at Cass Business School. The event was organised by Cass Entrepreneurs Network and Chinwag and featured Prof Lanzolla, Dave Birch (Consult Hyperion), Ben Rooney (Informilo), Muta Qubbaj (Squirrel), Jonathan Kramer (Zopa).
CFPB Supervision and Examination ManualCliff Busse
The CFPB has updated its Supervision and Examination Manual to reflect changes made to consumer financial regulations and examination procedures. Specifically, the manual was updated to incorporate the renumbered consumer financial protection regulations for which the CFPB has assumed responsibility under the Dodd-Frank Act. It also includes updated interagency examination procedures for laws like TILA and FCRA to reflect recent statutory and regulatory changes. Finally, the manual incorporates new examination procedures released since the previous version as well as recent interagency guidance on mortgage servicing for military homeowners.
Growing competition and regulatory pressures are forcing Dutch banks to reconsider their traditional payments business models. A survey of the top four Dutch banks found that their payments operating models need optimization to better serve changing customer needs. The banks recognize the need to adopt more customer-centric approaches, including overhauling outdated technologies, implementing payment hubs for end-to-end visibility, streamlining processes, and establishing centers of excellence for talent management. Adopting selective outsourcing strategies and transitioning to managed service models can also help banks cut costs and refocus on their core businesses.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
The document discusses digital transformation in financial services. It covers topics like fintech, large technology companies in financial services, decentralized finance, and regulation. It provides case studies on GovTech payments in smart cities, Denmark's response to COVID-19 by collaborating with fintech startups, Mastercard's work with cities, the Spanish regulatory sandbox, and the development of China's digital yuan central bank digital currency. The document is from a session on digital transformation in financial services as part of an executive program on digital transformation.
2013 Retail Banking Digital Marketing ReportMARC USA
This document provides an executive summary of the Global Retail Banking Digital Marketing Report 2013. The following key points are made:
- Banking through digital channels like online and mobile banking has grown rapidly worldwide in recent years. As digital channel use increases, banks need to evolve marketing efforts from traditional branch-focused campaigns to more effective digital marketing.
- The report measures banks' digital marketing capabilities using the Efma/Wipro Digital Marketing Capability Index. Only 10-15% of banks score highly, with an average score of 49% across eight capabilities, indicating potential for improvement.
- Developing countries generally have very low digital marketing capabilities due to low online banking usage. Developed countries show a
Digital transformation in banking - PiServeJo Matt
The #1 reason more than half of the Fortune 500 have disappeared since the year 2000: failure to achieve digital change.
30%+higher profit among companies undertaking digital transformation than their industry peers
45% share of market leaders expected to fall out of the top 10 in their industries due to digital disruption over the next 5 years
Read more from the slides.
How the NPP can help you win the war for customer relationshipsNatalie Yan-Chatonsky
The New Payments Platform (NPP) promises to transform payments in Australia by enabling real-time funds transfers 24/7/365. This will address several trends impacting banks, including rising digital disruption, growing non-cash transactions, increasing fintech competition, and an emphasis on customer-centric product design. The NPP offers solutions to back office challenges while unlocking opportunities to strengthen customer relationships through improved payment experiences. Embracing the NPP will be essential for financial institutions to remain competitive and retain customers in the evolving financial services landscape.
Digital transformation involves using digital technologies to radically improve the performance or reach of enterprises. Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services, with over 130,000 employees in more than 40 countries. The presentation discusses digital transformation and how most companies are still in the early "beginner" stages, but outlines examples of leading digital practices in banking like using mobile channels, social media, analytics and digitizing processes to improve the customer experience.
This document provides a summary and excerpt of a report on tablet banking strategies. The report explores how banks are developing their tablet banking propositions in relation to mobile banking, and highlights features being implemented by leading banks to improve the user experience. The summary includes analysis of strategic considerations, account management innovations, and personal financial management functionality from sample banks. It also outlines Mapa Research's expertise in digital banking reports and contact information for the report authors.
In light of global explosive growth in mobile banking and the financial services sector's dominant position in enterprise adoption of mobile, this presentation provides advice for optimizing the corporate mobile banking experience and discusses the compelling benefits of mobile.
http://www.aciworldwide.com/events
The document discusses the rise of digital banking and outlines four models of digital banks: digital bank brands, digital bank channels, digital bank subsidiaries, and digital native banks. It also identifies lessons learned from digital pioneers, such as the importance of scale, designing good customer experiences, and generating profitable products beyond basic deposits. Finally, it defines what constitutes a true digital bank and the key areas of optimization required, including digitally optimized interactions, products, processes, insights, and organization.
10th Annual World Payments Report 2014 from Capgemini and The Royal Bank of S...Capgemini
Ten years after publishing the first World Payments Report, Capgemini and RBS continue to provides insight into global and regional non-cash payment trends. This year it gives us a view on cross border payments and a spotlight on the U.S. market; the latest regulatory and industry initiatives including PSD2, immediate payments and intraday liquidity management; innovation within payment processing; and key changes over the last 10 years and what can we expect from the payments industry over the next 10 years.
This document summarizes a workshop on payment systems reviews and scenario planning. It discusses key trends in the global B2B payments market, including the large volume of paper checks still used and efforts to electronify payments. Commercial cards, ACH payments, purchase-to-pay solutions, and bank wire transfers are analyzed in terms of their attractiveness and challenges. Acceptance issues are identified as a major barrier to increased commercial card usage. The document advocates transitioning to electronic payment methods to increase payment system efficiencies.
The document discusses the changing dynamics of enterprise solutions adoption in the lending industry. It notes that customers are driving financial institutions to invest more in technology for the top-line rather than just the middle or bottom line. Emerging technologies like analytics, big data, and mobility are enabling lenders to enhance customer experience and differentiation. The document examines trends in other industries like insurance, retail, and pharmaceuticals that are using technologies to focus on top-line growth through improved customer acquisition, retention, and lifetime value. It provides recommendations for how lenders can align themselves with changing market dynamics including developing a holistic business strategy and focusing IT investments on long-term strategic priorities and business performance metrics.
Banking on Digital: Innovation in Financial ServicesBackbase
A 'Digital First' mindset is fundamental for financial services providers focused on significantly enhancing customer satisfaction, building customer loyalty and deepening share of wallet. In this joint Accenture and Backbase webinar, Joydeep Bhattacherya, Managing Director at Accenture and Jouk Pleiter, CEO & Co-Founder at Backbase will talk about how banks can adopt a Digital First strategy and will focus on how to create a Amazon-like post-login banking experience.
Regulatory compliance is a very challenging task for bankers. Digital banking adds to the complexity . Banks need to go beyond regulatory compliance to be safe and successful in digital banking , as regulation is always a caching up game. Police cannot outsmart thief.
This document discusses how FinTech is shaping the financial services industry. Some key points:
1. More than 20% of financial services business is at risk from FinTech competitors by 2020 according to the report. Over half of respondents are unsure or unlikely to respond to blockchain technology.
2. Consumer banking and payments are seen as the sectors most likely to be disrupted over the next 5 years. Up to 22% of banking and payments business could be at risk by 2020.
3. Asset management and insurance are also facing increasing disruption from FinTech with up to 28% of their business at risk by 2020. Incumbents in these industries see more disruption potential than outsiders do.
4. Customer
This presentation on the theory of digital transformation was given by Professor Gianvito Lanzolla, Professor of Strategy at Cass Business School as part of the event, Unbundling the Banks on Apr 9th 2015 at Cass Business School. The event was organised by Cass Entrepreneurs Network and Chinwag and featured Prof Lanzolla, Dave Birch (Consult Hyperion), Ben Rooney (Informilo), Muta Qubbaj (Squirrel), Jonathan Kramer (Zopa).
CFPB Supervision and Examination ManualCliff Busse
The CFPB has updated its Supervision and Examination Manual to reflect changes made to consumer financial regulations and examination procedures. Specifically, the manual was updated to incorporate the renumbered consumer financial protection regulations for which the CFPB has assumed responsibility under the Dodd-Frank Act. It also includes updated interagency examination procedures for laws like TILA and FCRA to reflect recent statutory and regulatory changes. Finally, the manual incorporates new examination procedures released since the previous version as well as recent interagency guidance on mortgage servicing for military homeowners.
The Mongols originated as nomadic pastoralists living a migratory lifestyle in Central Asia. Under leaders like Genghis Khan and his descendants, the Mongols created a vast empire through conquest, destroying cities and brutally massacring populations from China and Russia to the Middle East. Though initially effective rulers who maintained trade routes, the Mongols struggled to integrate with sedentary populations like in China and their empire fragmented after Kublai Khan's death.
The Federal Financial Institutions Examination Council (FFIEC) is issuing final supervisory guidance called "Social Media: Consumer Compliance Risk Management Guidance" (Guidance) to address how existing federal consumer protection laws and regulations apply to financial institutions' use of social media. The Guidance provides considerations for financial institutions to identify, measure, monitor, and control risks related to social media as part of their risk management programs. The Agencies that comprise the FFIEC will use the Guidance for institutions they supervise.
Digitization is challenging traditional banking but also presents opportunities. Banks will need to embrace new technologies while maintaining core operations. Branch locations will remain important but become less so over time. Banks can personalize customer experiences through digital capabilities. Embracing digital requires clear collaboration across functions, making it a CEO priority. While legacy systems are a challenge, progressive banks are investing in new technologies and capabilities. Digital may allow lowering of efficiency ratios through automation.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercising for at least 30 minutes three times per week is recommended to see these mental health benefits.
Content requires research and planning to create an effective strategy that delivers the right message and drives engagement. A good content strategy combines research and planning to design immersive experiences across multiple online systems and social media, helping clients share their brand message effectively.
2015 SEC National Examination Program PrioritiesCliff Busse
1. The SEC Office of Compliance Inspections and Examinations (OCIE) identified examination priorities for 2015 focusing on investment advisers, broker-dealers, and transfer agents. Areas of focus include protecting retail investors, assessing market-wide risks, and using data analytics to identify potential illegal activity.
2. Key areas for protecting retail investors included examining fee structures, sales practices related to retirement assets, suitability of complex product recommendations, supervision of branch offices, alternative investment companies, and fixed income mutual funds.
3. Assessing market-wide risks involved monitoring large firms, clearing agencies, cybersecurity, and potential conflicts in equity order routing.
4. Using improved data analytics, OCI
Transformer in chief The new chief digital officerCliff Busse
The role of the chief digital officer (CDO) is changing dramatically and now demands new skills. The CDO must lead comprehensive digital transformations across the entire company rapidly. To succeed, the CDO must integrate digital into all aspects of business strategy, obsess over customers to drive change, and build agility through speed, data, and networks both internal and external. CDOs are judged by their ability to guide projects and deliver results.
This document provides a summary of risks facing the US banking system from the perspective of the Office of the Comptroller of the Currency (OCC). Key risks discussed include increasing credit risk from weakening underwriting standards, strategic risk from challenging operating environments, and operational risk from adapting business models and technology. Cybersecurity is highlighted as a top priority due to growing attacks. Compliance risk is also elevated regarding Bank Secrecy Act/anti-money laundering obligations and new mortgage disclosure rules. Overall financial conditions are sound but earnings remain challenged, with risk management weaknesses driving enforcement actions at large banks.
FINRA 2015 Regulatory and Examination prioritiesCliff Busse
This document is the 2015 Regulatory and Examination Priorities Letter from FINRA. It discusses both positive changes in the financial industry over the past decade as well as recurring challenges. The letter focuses on five key areas that contribute to compliance issues: putting customers' interests first, firm culture, supervision/risk management/controls, product/service offerings, and conflicts of interest. FINRA emphasizes the importance of identifying and mitigating conflicts of interest. The letter also outlines FINRA's regulatory priorities for 2015, which include sales practices, financial/operational matters, and market integrity issues. FINRA stresses the obligation of firms to provide timely responses to regulatory information requests.
Talk given at Centre for HCI Design (HCID) Open Day, City University, on April 30th, 2015 #HCID2015
High street banks have made a concerted effort to move away from reliance on the physical branch, with innovations including photographing cheques to pay them in and the changing focus of branches from town centre to leisure locations (like shopping centres). We will explore how digital innovation is impacting the physical branch in banking, and whether the lines are blurring between the two. How is the digital experience different from the physical experience? Are our expectations of of both experiences different? How is this likely to change in the future?
http://www.interaction-lab.co.uk/hcid-open-2015-500pm-talks/
The document discusses the evolution of digital banking driven by the Internet of Everything (IoE). It outlines the progression from early dial-up e-banking experiences and multichannel integration to modern digital banks that leverage full-function smartphone apps, big data analytics, 360-degree customer views, and omnichannel experiences personalized for individual customers through intercloud technologies and both structured and unstructured data.
Securing the Award-Winning Digital Banking Services at Bank HapoalimCA Technologies
Bank Hapoalim is the largest bank in Israel. The prestigious economic magazine "Global Finance" has recently chosen the bank as the country’s leader in digital banking. Join this session to learn from the Bank CIO, Avi Kochva, on the next generation services offered by the bank to its consumers in a multi-channel environment, and how it was all made possible with a centric cross-channel approach to managing Identities and Access. Learn how Security controls can co-exist with a superior digital user experience, influencing business results and Return on Equity.
For more information, please visit http://cainc.to/Nv2VOe
sixth sense technology by pranav misteryAmitGajera
I create this ppt for seminar on sixth sense technology by pranav misstri.This ppt is a good,short with professional ggraphics and professional custom animation.
Designing the future bank for the digital eraPol Navarro
The document discusses Banco Sabadell's strategy to transform into a digital bank for the future. It focuses on three key areas: 1) Mobile banking, with Banco Sabadell being pioneers in developing mobile apps. Mobile usage has increased conversions and activity. 2) Social media customer service and brand journalism. 3) Developing a new customer relationship model centered around conversations rather than transactions, using mobile and social channels to engage customers across all touchpoints. The goal is to create a more humanized, simple and integrated banking experience for customers.
Backing up the Digital Front: Digitizing the Banking Back OfficeCapgemini
Over 94% of executives see digital transformation as an
opportunity.And indeed, most banks are investing in digital transformation in a big way. For instance, in 2011, banks
globally set aside nearly $13bn for investments in digital channels with a third of their total digital budget dedicated to mobile banking.
However, most banks have been focusing on transforming
the customer experience using digital technologies. In doing so, they are missing a potentially bigger opportunity
that they have, right in their backyard – the digitization of their operations. This paper examines why banks need to start digitizing their back office before it's too late.
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
European Union survey of digital banking progressChris Skinner
1. The ECB conducted a survey of banks in the Single Supervisory Mechanism on their digital transformation strategies and fintech usage.
2. The ECB identified six focus points for evaluating digital transformation strategies: digital strategy and KPIs, digital business, investments and resources, governance and cooperation, use of innovative technologies, and risks/challenges.
3. Based on the survey responses, banks' digital transformation efforts are heterogeneous. Most have digital strategies but struggle to quantify impacts. Priorities include improving customer experience, achieving efficiencies, and addressing challenges around skills, legacy systems, and risks like cyberthreats.
The document discusses the potential for cloud banking and argues that it is an inevitable future for the banking industry. It provides examples of banks that have already adopted various cloud solutions and services. While there are challenges to cloud adoption like security, regulation and legacy systems, the cloud can provide benefits to banks like scalability, cost reductions, and improved customer experiences. Overall, the cloud appears to be an important technology for banks to embrace as customer demands and the competitive landscape evolves.
The document discusses digital banking and the challenges facing established banks. It describes how digital transformation through initiatives like the Hewlett Packard Enterprise Digital Banking Framework can help banks address these challenges by improving efficiency, agility, control, and quality. The framework utilizes technologies like robotic process automation, workflow management, and self-service portals to streamline processes, reduce costs, and improve the customer experience. When implemented correctly, the framework can potentially increase a bank's productivity by up to 46%.
The Impact of Technology on Corporate Banking.pptxMaveric Systems
Corporate clients account for 56 percent of banks’ annual global revenue, or approximately $1.85 trillion. Banks that have begun digital transformations have seen favorable results, including 10 percent revenue growth in digitized products and 20 percent cost reductions in various corporate banking value chain segments
The document discusses opportunities for banks to improve their customer experience and operating models in the changing digital landscape. It suggests that banks need to provide consistent services across channels to better engage customers. The existing operating models of most banks are fragmented and decentralized. The document proposes transforming operations by implementing technology to enable straight-through processing, standardizing products and processes, and consolidating operations. It provides examples of how banks can improve offline and online services, such as enabling card issuance and payments at branches, implementing multi-channel payment options, and expanding offline infrastructure and services in developing markets.
The Fintech industry which is the backbone of all economies has also been impacted because of Covid. What are the implications of Covid to an important sector?
The document provides an overview and analysis of the digital offerings of major retail banks in Luxembourg based on a benchmarking study conducted by Deloitte.
The study evaluated 10 retail banks across 5 dimensions (onboarding, content/functionalities, design/ergonomics, navigation, and safety/security) and identified 3 groups of performers: leaders, medium performers, and clear sub-performers. While leaders demonstrated some best practices, all banks can still improve the customer experience and drive efficiency through digital.
The benchmark highlights areas for improvement such as streamlining the onboarding process, increasing the use of digital channels to lower costs, providing customized and targeted digital content, and adopting innovative strategies from global leaders.
Banks are transforming into paperless operations by offering digital and paperless banking services to customers. This allows them to enhance the customer experience, reduce physical storage costs, and save on expenses like paper, printing, and operations. To fully realize the benefits, banks must adopt a holistic approach and transform both front-end customer processes as well as back-office operations to eliminate paper usage throughout the organization. Some banks are reducing account opening times from weeks to less than a day by utilizing digital solutions like tablet-based account origination in their branches.
The document discusses how digital transformation is increasingly important for banks to effectively compete. It identifies three key areas where technology investments consistently deliver attractive returns: 1) enhancing the client experience, which increases wallet share, 2) improving banker productivity, and 3) marketing innovation. Leading banks are differentiating themselves by delivering tailored digital experiences combining advanced technologies and human touch. The top priorities for technology spending should be the client experience, through automating processes and providing new insights, banker productivity tools, and promoting innovation.
Too many bank processes rely on manual labor, but some banks are experimenting with rapid automation approaches to reduce costs. By reworking IT architecture, banks can automate complex tasks and activities requiring human intervention. To succeed, banks must prioritize processes for simplification and automation, use multiple integration technologies in IT solutions, and prepare IT departments for agile development methods. Successful large-scale automation requires understanding value drivers, carefully designing operating models and IT architecture, and sequencing initiatives with a business case.
The digital revolution is transforming the banking industry by optimizing customer experience and business models. Banks now face challenges in providing permanent accessibility, simplifying offerings, and maintaining customer relationships across channels. This requires reconsidering distribution methods, streamlining production to find efficiencies, and exploiting customer data. Some banks have begun transforming by offering mobile banking, but full digital transformation requires separating distribution from production in IT systems, establishing omni-channel distribution, production centers, and big data analytics tools.
The document discusses how digital transformation is requiring banks to innovate and improve the customer experience across multiple channels in order to remain competitive. It outlines some of the key challenges banks face in terms of budget constraints that limit their ability to invest in innovation. The document proposes that banks can free up resources for innovation by first lowering costs on existing "run the bank" operations through technologies like cloud computing. This would allow banks to shift more of their IT budget to "change the bank" projects that modernize applications and improve customer-centric services. The document advocates for a multi-layer architecture and roadmap to help banks achieve operational efficiencies while also enhancing the customer experience and driving new revenue opportunities through digital transformation.
Impact of Digital Transformation in Retail Banking Market in the UK.pptxMaveric Systems
With a slew of hyper-personalization initiatives, the UK’s retail banking market responds to increasingly intelligent devices, rapidly evolving CX, and real-time data processing. Coming on the back of a ravaging pandemic, stung with financial hardships, retail banks, like most banking organizations, scramble to reimagine a new future.
31911477 internet-banking-project-documentationSwaroop Mane
This document provides an acknowledgement and thanks various individuals who contributed to the completion of a project on an online banking system. It expresses gratitude to the college for providing the opportunity to conduct the project and thanks the project guide for their flexibility, guidance and support. An IT officer from SBI is also thanked for sharing their expertise. Finally, friends and family are thanked for their encouragement and help in completing the project.
Banking environment has become highly competitive todaygags17aug
The banking industry has become highly competitive due to technological advancements. Banks are adopting new technologies like internet banking, mobile banking, ATMs to reduce costs and better serve customers. This allows customers to access their accounts and conduct transactions anytime, anywhere. While technology has improved access and convenience, it also poses privacy and data security risks that banks must mitigate to maintain customer trust.
Digital operations in banking advantages & challenges
The rise of the digital bank
1. KyleWebster
J U LY 2 0 14
B u s i n e s s T e c h n o l o g y O f f i c e
Across Europe, retail banks have digitized
only 20 to 40 percent of their processes; 90
percent of European banks invest less than
0.5 percent of their total spending on digital.
As a result, most have relatively shallow
digital offerings focused on enabling basic
customer transactions.
Neither customers nor digital upstarts are
likely to wait for retail banks to catch up.
Recent analysis shows that over the next
five years, more than two-thirds of banking
customers in Europe are likely to be “self-
directed” and highly adapted to the online
world. In fact, these same consumers already
take great advantage of digital technologies
in other industries—booking flights and
holidays, buying books and music, and
increasingly shopping for groceries and other
goods via digital channels. Once a credible
digital-banking proposition exists, customer
adoption will be breathtakingly fast and
digital laggards will be left exposed.
We estimate that digital transformation will
put upward of 30 percent of the revenues of
a typical European bank in play, particularly
in high-turnover products such as personal
loans and payments. We also estimate that
banks can remove 20 to 25 percent of their
cost base by leveraging this digital shift to
transform how they process and service. Put
together, the economics of a digital bank will
give it a vast competitive edge over a tradi-
tional incumbent. It’s fair to say that getting
digital banking right is a do-or-die challenge.
So why are European banks not aggressively
moving in this direction? One of the reasons
for the slower transformation in banking is
that bank executives have tended to view
digital transformation too narrowly, often as
stand-alone front-end features such as mobile
apps or online product-comparison charts.
Commonly lost in the mix are the accompany-
ing changes to frontline tools, internal
processes, data assets, and staff capabilities
The rise of the digital bank
As European consumers move online, retail banks will have to follow.
The problem is that most banks aren’t ready.
’Tunde Olanrewaju
2. 2
needed to stitch everything together into a
coherent front-to-back proposition. Although
the journey may begin “digitally” on an online
form or payment calculator, it does not remain
so for long, as anyone who has taken on a
mortgage can attest. Instead, the onerous
documentation requirements and significant
manual intervention that characterize the
typical bank’s mortgage process soon emerge.
This can seem jarring to customers accus-
tomed to more seamless interactions with
nonbanking services.
Some banks point to security and risk con-
cerns as justification for their slow approach,
but this is a contrast to other industries.
The airline industry, arguably beset by even
stronger risk concerns, has automated just
about every aspect of its customer experience
in the last ten years, boosting customer
service without compromising safety. Banks
can do the same. What’s more, the effort is
likely to pay for itself—and then some.
Where exactly is the
value in digital banking?
Our modeling indicates that European retail
banks that pursue a full digital transformation,
pulling all improvement levers, can realize
improvements in earnings before interest,
taxes, depreciation, and amortization of
more than 40 percent over the next five years.
Almost two-thirds of this potential value
comes from the impact of digital on the cost
base and loss provisions rather than from
revenue uplift, which is why a focus beyond
front-end investments is critical.
While the cost-saving opportunity for banks
comes in many forms and touches every area
of the bank, there are two areas that are
especially significant and represent the
bulk of the value: automation of servicing
and fulfillment processes and migration
of front-end activity to digital channels.
On automation, European banks can
realize 40 to 90 percent cost reductions
in a range of internal processes through
careful deployment of work-flow tools
and self-servicing capabilities for customers
and staff. On front-end transformation,
beyond diverting existing branch activity
into digital channels, digital tools can also
be used to augment frontline servicing
(for example, with iPad forms rather than
paper forms, or videoconference access
to specialists to maximize their utilization)—
easily doubling staff productivity and en-
hancing the customer experience.
The potential for revenue uplift is not quite so
concentrated. Rather, European banks need to
pursue a broader range of opportunities,
including improved customer targeting via
digital marketing and microsegmentation,
more dynamic, tailored pricing and product
bundling, third-party integration (for example,
with Facebook), product white-labeling,
appropriate distribution via aggregators, and,
of course, establishment of distinctive mobile
and online sales offerings. In the near term,
we expect shorter-tenure, high-turnover
products like credit cards, loans, and pay-
ments to see the most digital transformation.
In fact, these are the areas most under attack
from new digital entrants. Looking further
ahead, bank accounts and mortgages, which
together drive more than 50 percent of many
banks’ revenues and usually provide “sticky”
annuity streams, will be brought into the fray.
Given this development, European banks will
need to carefully watch the evolution of their
Takeaways
European banks that don’t
adjust to the needs and wants
of today’s digital customer
put their very survival at risk,
but a narrow understanding
of digital transformation is
preventing them from taking
essential actions.
Most of the potential value
in digital banking comes from
the impact on the cost base,
particularly in the areas of
automation of servicing and
fulfillment processes and
migration of front-end
activity to digital channels.
Digital transformation is a
major process, but costs
can be contained by maxi
mizing the use of existing
technology. However, no
amount of technology will
help European banks if they
don’t address the people
issues driven by digital.
3. 3
digital share and the success rate of digital
products in the front book. The future
replacement rate of these annuity streams
will be increasingly dependent on digital
capabilities. In essence, it’s about securing
the future and not being lulled into a false
sense of security based on the back book.
How to go digital
without going crazy
Going digital doesn’t have to mean millions
in new investment dollars or convulsive
upheaval in IT. Sizable investment will no
doubt be necessary in some areas, but in
general, many of the elements banks need
to exploit this opportunity may already be
in place. Banks just need to leverage them
better and invest in these targeted ways.
Maximize the use of existing technology.
Many banks have widely deployed imaging
and work-flow systems, online servicing,
capacity-management software, interactive-
voice-response systems, and other connectiv-
ity and work-management technologies. But
they’re not using them widely or well enough.
One European bank, for instance, installed
a new high-resolution-imaging platform but
never fully enforced its use. Customer-service
representatives continued to send documen
tation by fax, and the poor image quality led
to significant inefficiency in downstream
processing. Addressing this problem requires
systematic evaluation of existing capabilities,
their usage rates, and barriers to adoption.
Apply lightweight technology interven-
tions. Banks can generate significant perfor-
mance gains with surprisingly small targeted
investments. Examples include wider deploy-
ment of tools like e-forms and work-flow
systems, which can be implemented rela-
tively rapidly, sometimes without deep
integration into complex legacy architectures.
The relationship managers and underwriters
at one bank, for instance, got together with
IT to design a stripped-down and user-friendly
online loan application. The form auto-
matically adapts to input data and guides
underwriters on which risk processes to
follow. Another European bank sped up
mortgage decisions by tweaking its existing
application to follow standard rules, such
as minimum down-payment thresholds
and rating data, which allowed applications
to be scored and routed faster, with less
manual intervention.
Place a few selective big bets. There
will be places where you need to pursue
more sweeping transformation investments.
However, instead of trying to automate
every aspect of a given process or product,
home in on the few that drive the most
capacity consumption and give the greatest
return. Do not build a gleaming digital empire
for the sake of it. One European bank that
went through a systematic mapping of its
processes for automation potential found
fewer than ten processes that represented
the bulk of full-time-employee capacity.
In these targeted areas, the bank embarked
on more radical investments, retiring old
platforms, deploying new digital solutions,
and reinventing the way the process works.
Address the people dynamics
No amount of technology will help if you
don’t address the people issues driven by
digital. Success requires more than rethink-