Tagged: transformation Toggle Comment Threads | Keyboard Shortcuts

  • @fintechna 3:35 pm on June 11, 2018 Permalink | Reply
    Tags: , , , , , , , transformation   

    Talent and transformation: New strategic approaches for banks 

    Around the world, are engaged in the transition to what we at Accenture call “the New”; they are undertaking initiatives to digitize operations, reduce costs and create previously unexplored revenue streams.

    The transition to the New is based upon the twin pillars of and . The technology—in the form of cloud, big data and analytics, , robotic process automation, machine learning and artificial intelligence—is readily available, and although it may not be easy to identify the right solutions and to graft these solutions onto the existing computing and data framework, it can be done.

    However, as banks are discovering, it is just as difficult to build and maintain the talent pillar as it is to develop or acquire needed technology. Banks are competing for new talent, not only with other banks but with technology start-ups, internet giants and a variety of digital players. Indeed, digital players interested in making inroads into the banking market are poaching talent from the banks themselves.

    Banks have not helped themselves on the talent front with their unrelenting focus on cost reduction. They have announced staff reduction objectives connected to plans to digitize and automate. This may please shareholders, but it can hardly be expected to please staffers worried about being displaced by digital technologies. Banks will be unable to compete with the Googles and Apples of the world if they are not seen as valuing the major asset (along with capital and liquidity) embodied in the competency and customer focus of their people.

    There are, in my view, three key steps banks need to take in dealing with the “people problem” and the impact of digital upon the workforce:

    1. Banks should figure out where they stand on workforce issues. This means either admitting that the workforce is, in effect, a commoditized asset to be managed for optimal efficiency at the lowest possible cost, or making it clear that talent is a competitive differentiation point and that people are central to the success of the organization. Depending on the bank’s overall strategy, either approach might be valid, but claiming that people are vital and then treating them as interchangeable parts is a recipe for failure.
    2. Banks then need to take actions appropriate to the people strategy they have adopted. Banks’ actions should match up with their stated objectives; for example, few banks have increased their training budget in recent years, even though training might be an excellent path to creating the intellectual property and people asset that distinguishes one bank from another in the marketplace.
    3. Banks need to acknowledge that they (and their people) live and work within a larger social context. In modern industrialized societies, large employers have obligations to their workers that extend beyond compensation and benefits. Banks contemplating major restructuring or reductions in staff due to digital initiatives should be working with an ecosystem of partners—including universities, government agencies and other potential employers—to develop coherent solutions leading to retraining and employment for displaced workers. 

    Banks have not yet come to grips with the full impact of digital transformation, including automation and artificial intelligence. In my next blog, I will look more closely at how artificial intelligence will affect banks, and how banks can create a powerful new force by combining AI with human insight and judgment.

    For further reading about the impact of technology on the workforce, read Whose Customer Are You? The Reality of Digital Banking.


    The post Talent and transformation: New strategic approaches for banks appeared first on Accenture Banking Blog.

    Accenture Banking Blog

  • @fintechna 12:18 pm on May 24, 2018 Permalink | Reply
    Tags: , , , , , transformation,   

    Bank Branches: Between Digital Transformation and Uncertainty 

    The changing branch is a twofold story of innovation and closures. The physical bank branch is by no means dead, but is trending toward consolidation or closure, as in the case of Iberia Bank in Louisiana. Earlier this week, the regional bank announced the closure of 22 . CEO Daryl Byrd said the move [&;]
    Bank Innovation

  • @fintechna 1:53 pm on April 7, 2018 Permalink | Reply
    Tags: , , , , transformation   

    In Digital Transformation Top Banks Are Leading 

    The top three or top five are the way in while smaller institutions are hampered by slow-moving tech vendors. Accenture sees the goal as reconfiguring the back office to interact directly with customers, re-casting or combining the roles of CIOs and COOs.
    Financial Technology

  • @fintechna 12:18 pm on May 27, 2017 Permalink | Reply
    Tags: , , Activites, , , , transformation   

    Top 5 AI-Powered Activites Leading Digital Transformation 

    A majority of enterprises in financial services are undergoing a full-cycle , with AI-led projects in the spotlight. That&;s according to a study by Infosys released this week. More than 75% of banking and insurance companies are undergoing full-cycle transformation, while 20% are transforming partially, according to the report. The respondents that said their organizations [&;]
    Bank Innovation

  • @fintechna 12:18 pm on April 15, 2017 Permalink | Reply
    Tags: , , , , , , transformation   

    Core Transformation Happens One Product At a Time 

    With all the “neo” and challenger promising the speed and efficiency of smartphone banking, traditional FIs now more than ever feel the pressure to reinvent their antiquated systems. Transforming the banking is possibly the costliest and the riskiest undertaking for any financial institution. To reduce this risk, banks should take a by product [&;]
    Bank Innovation

  • @fintechna 7:35 am on November 7, 2016 Permalink | Reply
    Tags: , , , , transformation   

    Fintech: Friend or Foe? Why are we still asking? 

    Fintech: Friend or Foe? Why are we still asking? fintech

    I have been travelling a good part of 2016 having just returned from Money2020 and recently the UK where Horizn was fortunate to attend an invitation-only European Digital Banking conference near London. While in London a similar question was asked, “Which side are you on?” both the startups and some of the largest and smartest minds were in attendance pondering this question.

    One of the most interesting answers I have seen to date on this question is a LinkedIn post by Sabrina Del Prete, Digital Director at Williams & Glyn /RBS. Digital transformation in banking – is it a mission impossible?

    She states, “The key word in Digital Transformation is indeed “Transformation” and not “Digital”. Doing digital is fun, creative and rewarding – it’s a journey that you take with a light heart and a sense of optimism. Transforming a business in a sector that for hundreds of years has remained virtually unchanged, programmed for risk aversion and centred around products rather than clients is hard – cynicism and resilience are essential travel companions.”

    As the CEO of Horizn, which has always been on the bank side of digital transformation, versus the “disrupting” fintech startups, I am always surprised by the focus on this question. Maybe it’s simply because there are no sides. Transformation can’t happen without collaboration. If you are on the side of transformation, you are indeed on both the banks and the fintech side. The digital age has no respect for borders and the movement of money will have no borders either. I would venture to say innovation and transformation have no borders. Just take a look at the giants, Google, Amazon, Apple and Facebook. Emerging fintech companies and traditional financial institutions will eventually have no borders, as both players need each other to define and advance the new financial landscape.

    Many consumers are adopting innovation faster than most banks. Banks need to innovate, arguably faster than their customers are. Banks need to be innovating internally, partnering with fintechs and be focused on getting their digital innovation to market. Or more importantly, there needs to be a cultural of adoption for both the bank employees and their customers that could help propel and embrace innovation. In a world that becomes 100% more intelligent every 18 months, is of the essence. Marc Benioff (CEO of Salesforce) is very clear on this: “Speed is the new currency of business”

    Digital transformation we know has the potential to change the role of today’s banks, and simultaneously help them create a better bank for the digital age. It is simply a time for action, partnerships and for collaboration. It is time for banks with their internal stakeholders and outside fintechs to partner collectively to build banks for the digital age.

    For us at Horizn we also know that, “build it and they will come” is a myth. We believe in the need for digital and cultural transformation, both for the bank employees and for the customers they serve. To dramatically accelerating market adoption of digital transformation will mean getting both employees and customers digitally fluent. The key elements of the Horizn platform are, to drive awareness, adoption and increase revenues by inciting employees and customers to learn the latest digital innovation. Fast!

    is Founding Partner CEO Horizn (Horizon Studios)

  • @fintechna 12:19 am on October 10, 2016 Permalink | Reply
    Tags: , , , Staff, , transformation   

    ING Will Lay Off 12% of Staff in ‘Digital Transformation’ 

    Fears of displacing human workers are often dismissed by futurists as technophobia or Ludditism, but a Monday &;strategy update&; from the Dutch bank ING may change the conversation. In the next five years, the bank expects to reduce its workforce by around 5,800 workers, mostly in Belgium and the Netherlands,Read More
    Bank Innovation

  • @fintechna 12:07 pm on October 5, 2016 Permalink | Reply
    Tags: , , , , transformation   

    Google´s Larry Page buys a “major global bank” 

    Google´s Larry Page buys a “major global bank” fintech

    Can you imagine the reaction of a bank employee if one morning he reads this headline? 

    In the spring of 2010 I polled the students of the Master of Finance about how many of them would rather work for Google instead of a bank. Survey results: 5%. Last Friday I have made the same question for the current group. Survey results: 96%.

    Despite the efforts to adapt traditional business to the rapidly changing world, the truth of the matter is that dominant players today are mostly new ones: Apple and Spotify control the music distribution versus Sony and Virgin; Amazon Kindle and Apple iBooks control book distribution; Uber controls taxi industry; Skype and WeChat control phone calls market; Amazon and Alibaba control retail vs Walmart or Best Buy; WhatsApp controls messaging space vs AT&T or Telefonica.

    1. Can there really be a new dominant player in financial services?

    Not so well-known as the above, Yu´e Bao, the money market fund of Alipay (Alibaba) is the largest fund (USD 100 billion approx) in its category in China vs Commercial Bank of China (ICBC), China Construction Bank or Bank of China. In fact, Yu´e Bao can be considered as the most successful mobile product in the world. There is no minimum amount, and customers can withdraw their cash anytime. Yu’e Bao now has more investors than China’s equity markets.

    This is only the tip of the iceberg regarding changes in the financial services industry.

    2. Why is so difficult for traditional business to make the transformation?

    The hardest thing to change in a corporation is not the tech system but its . The technical side is relative easy to solve: hire a full Silicon Valley team and make it from scratch. But how easy it is to change the culture of +100k employees?

    Executives underestimate how hard it can be to drive people out of their comfort zones.

    The real issue is the status quo of the current employees. What does a successful digital banking mean? It means that in two years you will not need 50-70% of the employees, nor todays countless committees. And what is the conclusion if you have an unsatisfactory digital banking transformation? Probably the bank will be closed in five-ten years and you will have to fire 90% of the employees. So, for the 50-70% of the current employees, the best option is the status quo, as probably they will maintain their comfort zone for their next working years.

    3. How does the culture need to change?

    • Risk Building/ Failure tolerance.

    • Pilot projects rather than large initiatives.

    • Hire for culture fit ahead of tech fit.

    • Drive scalable learning.

    Citigroup has invested in Betterment, Santander in Ripple, BBVA in Simple, etc. In an acquisition the buyer transmits the culture to the acquired company. Even more when the buyer has +100k employees and the acquired has less than 300. If you want to take advantage of the culture, you need a process to quickly infuse the cultureof the acquired company into the main operation. If not, at the end of the day what will probably happen is that 300 employees adopt the bank culture, or end up leaving the company.

    4. How to infuse the fintech culture into a major bank?

    Basically there are three tools for the digital transformation: the People, the Strategy and the Execution.

    4.1. People

    • Adopt a talent replenishment model.
    • Rethink traditional models of working (employee/employer models, more partners).
    • Balance soft and tech skills in all company levels.
    • Educate the ones that might be transformed. In my experience more than you think.
    • Above of all you need transformative leaders.

    It´s rare that originality comes from insiders, especially when they are as entrenched and comfortable as the financial services industry.

    Just a reflection about how to attract talent at scale: Would you go to Silicon Valley? What is the replacement cost there competing with Google, Apple, etc.? What would be that cost in places like Mexico or Colombia? I can ensure that Mexican and Colombian engineers have the same or even better knowledge than their neighbors. Some tech funds are moving from India to Bogota! Yes you read correctly, Bogota!

    4.2. Strategy

    Any of the employees should know to answer two simple questions:

    • Where does the company want to go with the digital transformation? Where do I want to go? (Objectives).
    • How will I know I am getting there? (Key results to ensure progress is made).

    4.3. Execution

    First of all, you need to make everybody feel uncomfortable with the status quo. That does not mean a general employment reduction, nor to maintain every employee.

    Success in your digital transformation requires addressing three areas:

    • Diagnosis (Why?)
    • What to do – initiatives in the short and long term-?
    • How to do it?

    Then bring passion for execution for all the crew; this is a heroic trip, you will invent the future of banking. You and your team will not want to work in Google but become the “Google Bank”.

    can play a defensive or an attack digital transformation strategy. The ones that play a defensive game will be probably bid by Google´s Larry Page…at distressed levels…


    *Headline names have been chosen randomly, with no other intention than drawing the attention.

    Note: This is a third article about Digital Banking Transformation. For further details:

    Digital Banking Transformation: BBVA vs. Banco Santander

    Disruptive Mentality in Banking

    is Entrepreneur. Investor. Professor. Transformation Catalyst


  • @fintechna 10:00 am on August 4, 2016 Permalink | Reply
    Tags: , , , , , , , transformation   

    Digital Banking Transformation: BBVA vs. Banco Santander 

    Digital Banking Transformation: BBVA vs. Banco Santander fintech

    In the following 5 years may lose 50% of their business.

    I don’t think I’m exaggerating when I say in 5 years banks will lose 50% of their business. I am pretty sure that the major banks handle this scenario. If not, why announce so insistently their strategy to shift to a digital ?

    In a low interest rate scenario, with low margins and high regulation there were only two ways to go: innovation or market expansion where margins were still high (such as Africa which was very risky and non competitive for banks such as or Banco ).

    It seems that digital transformation is the correct approach. But now they have to start. Entrepreneurs who believe that the idea is worth something, I’m sorry to disappoint you:  the idea has a value of 1%, the execution has 99%.

    But how do you transform a traditional bank into a digital bank? There are three ways you can follow or rather a combination of these:

    1. Purchasing and integrating existing companies.
    2. Develop projects internally.
    3. Creating a platform where others offer their products and the bank becomes a middleman of the generated value. A financial iTunes.


    10 variables to be analyzed in the digital transformation

     After studying many cases and opinions by hundred business leaders from business schools around the world[i], I’ll analyze the 10 variables that can determine who will win between BBVA and Banco Santander in the digital transformation.

    1. ENTREPRENEURIAL CULTURE. Having a very disciplined culture is a handicap for any innovation transformation. The employees must challenge the obvious, question and debate everything, innovate. Even ask themselves why you’re my boss? Why am I not your boss?

    Can you imagine a bank manager persuading customers not to buy bank shares because the crash of their values in the last five years (-40% BBVA and -60% Banco Santander)? I mean, can you imagine it without his name being mentioned on the next employment reduction list?

     2. CULTURAL CHANGE. The hardest thing to change in an institution is its culture. Both banks exceed the one hundred thousand employees (BBVA 135,000 and Banco Santander 193,000 approximately); Employees used to traditional banking culture. How many of these will serve to implement the digital strategy? I don’t think more than 5%.

    Banks are making great digital campaigns on their digital tools. For example BBVA Wallet. But if you go to a branch office and ask employees if anyone knows how it works, no one will know exactly. It’s not what you say you are, but is how the rest perceive you!

    3. ATTRACTING TALENT. Is not only that they have more than enough personnel, but is possible they may need 5-6 thousand digital employees who now work for Google and other similar companies that have no intention to change to BBVA or Banco Santander.

    10 years ago the brightest students of business schools ended up working for banks. Today the brightest students want to start their own fintech or work for companies like Google, Apple, etc.

    4. STRUCTURE TRANSFORMATION. They should flatten the organization to boost improvisation. It is true that both institutions have announced in press releases this kind of restructuring. But, “the words do not tell you anything, the facts will.”

    Anyone that has had to negotiate with a bank can see that each time the deal maker is newer and with less rank than the previous one.

    5. IMPLEMENTATION CAPACITY. A project that takes too long to start can only show you what can go wrong, not what it can be transformative and impactful.

    Both in USA and the UK and even in Spain, there has been successful -advisor developed in just 12 months. None of the surveyed had heard of a BBVA or Banco Santander’s robo-advisor, even after 10 years announcing leading digital transformation!

    6. CHAOS  vs ORDER. In the recent entrepreneurial culture of innovation is often put as an example of success the case of Israel. Among other reasons it is often argued that the military training of Israeli society has been one of the pillars of this entrepreneurial culture. This training is characterized by certain “chaos” versus the typical military order of other nations. “Challenging the boss” is one of the commands for all young Israeli soldiers. Any technology that reaches the army of Israel from the USA, is in five minutes modified to find another use of it.

    Both banks are using their platforms for different tasks such as risk management, internal training or products assessment. These platforms were bought many years ago and are not flexible to allow any modification by the employee. However, in the market these systems have been improved substantially in the last 3-4 years and most of them use now open sources. Being “managed” by closed and obsolete systems prevents that the innovation process exists.

    7. EMPLOYEE PROFILE. Following our example of Israel. One of the successes of Israel in terms of innovation is based on the large number of engineers and doctors that came from the Soviet Union. If a bank wants to innovate, it would be logical to think that they should have a high percentage of highly qualified engineers and doctors.

    Silicon Valley companies hire the best engineers and doctors even if they don’t need them. Having them is the best barrier to prevent the competition of qualified personnel. And is not only capturing them but keeping them and create a network-effect that lures those professionals to working with them today.

    8. PROCEDURES. When I see all the procedures that today bank employees must follow, I wonder how the hell they will innovate something? How many times will you know what a competitor or a customer plan? It’s like saying in the trade stocks market you’ll buy shares regardless what happens because it’s in the procedure.

    I recently attended a conference in which three responsible managers of innovation of BBVA, Banco Santander and Bankia participated. Almost the three of them said the same of how they were going to innovate the financial sector, which surprise me. The three mentioned the importance of procedures in their institutions. I wonder, Can they really invent the future of banking following a procedure?

    9. ABILITY TO BUY AND INTEGRATION. Is not only buying innovative companies. It is integrating them into the bank. To succeed in the transformation via purchasing you should be able to buy the best and especially to integrate the projects.

    In recent years I have met four entrepreneurs which BBVA bought their innovative companies and incorporated them. None of the four lasted more than 24 months in the bank. Moreover it strikes me that they all had the same reason to leave the bank, “before I used to innovate, since I entered the bank I can’t make any kind of innovation.” In the case of Banco Santander I haven’t had a chance to meet entrepreneurs who had integrated to the bank. However I’ve met at least three ex-Santander that left the bank and have been quite successful creating digital businesses.

    10. DISRUPTIVE MENTALITY. To create a style of iTunes platform you have to accept disruptive ideas. At MIT they use two very appropriate concepts to innovate. One is “Irreverent Creativity “. The other is the GSD (“Get this shit done”). But above all, any entrepreneur has forbidden to say “this is impossible”. If banks want to innovate they should start by banning from their managers “this is impossible”.

    How can they deal with “Google Bank”?

    At least one of these three things they must do better than “Google Bank”: either buy or develop or be disruptive in the platform. Google bought Android for approximately US 50MM, a ridiculous amount compared to what BBVA or Banco Santander are spending on recent acquisitions. Google has been able to integrate and reach 82% of the smartphone global market creating also a totally disruptive platform.

    Maybe my initial idea of a 50% business loss for traditional banks in 5 years is a bit short.


    [i] This article is based on the opinions of 100 leaders with the following profile:

    • Entrepreneurs, suppliers and customers of BBVA and Banco Santander, colleagues from Harvard Business School and the MIT.
    • Master’s IEB students, from the UNED, Finance Business School and the Tecnológico de Monterrey.
    • Countries: USA, México, Colombia, Chile, Brazil, Peru, UK and Spain.
    • None of them work for the BBVA or Banco Santander.

    is Entrepreneur. Investor. Professor. Transformation Catalyst and this article was originally published on linkedin.

  • @fintechna 12:18 am on May 29, 2016 Permalink | Reply
    Tags: , , , , interviews, , , , transformation   

    What we learned about the transformation of Consumer Banking from 5 Pirates with Ties interviews 

    One of the things that makes this job so much fun is the ability to talk to the really smart people in a dynamic market. Doing a startup is hard;  we are entrepreneurs ourselves so we get that. However we want to counter the myth that all innovation comes VC fundedRead More
    Bank Innovation

compose new post
next post/next comment
previous post/previous comment
show/hide comments
go to top
go to login
show/hide help
shift + esc
This website stores some user agent data. These data are used to provide a more personalized experience and to track your whereabouts around our website in compliance with the European General Data Protection Regulation. If you decide to opt-out of any future tracking, a cookie will be set up in your browser to remember this choice for one year. I Agree, Deny