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  • user 3:35 pm on November 7, 2017 Permalink | Reply
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    Really want to change your bank’s culture? Change with the business. 

    transformation programmes are ten-a-penny in businesses across all industries. That’s no surprise. The pace of —technological, economic and competitive—means all large organisations must now think very differently about how they operate and the way their people work.

    For , some extra pressures are pushing them in this direction. Tougher post-crisis regulation has introduced multiple layers of complexity and bureaucracy into their businesses. These can get in the way of agility and responsiveness. Personal accountability for decision-making can stifle spontaneity. And traditional hierarchical structures encourage rigidity (and discourage innovation).

    All this at a time when disruptive competition from non-traditional sources poses a hugely potent threat. Bank leaders know they must adapt or lose relevance. They have to encourage their people to collaborate better, have greater trust in leadership, make decisions rapidly and, crucially, be more agile and innovative at every level of the enterprise.

    Culture change is an agenda we hear all the time in our work with financial services businesses. And in this blog—the first in a short series—we’re introducing what we’ve learned from experience. The bottom line? Culture change is the outcome. Transforming how business is done is essential to make it happen.

    Whatever the organisation, the primary objective for culture change is the same: getting back to your ‘prime’. Or put it another way: As businesses mature with age, looking ahead entails looking back. Improved agility and responsiveness hinge on rejuvenation and re-energisation.

    We identify five core ‘beliefs’ that are key to making this happen. In this blog, we’ll introduce them. Next time, we’ll examine them—and what they look like in practice—in greater detail.

    Firstly, culture change must be insight-driven. As a baseline, businesses need a laser-sharp focus on where they are today, how they’re behaving as an organisation, and how well they’re doing against key measures. That means a data-powered approach is essential. It’s not enough to base culture change programmes on a few engagement surveys or sentiment reviews on Glassdoor. Precision is critical. And that includes understanding how employee behaviours are being reinforced in their day-to-day jobs—and how to change them.

    Secondly, successful culture change programmes put people (customers and employees) at the centre. Linked to this is the third key belief: They’re also co-created. That means leaders, colleagues and employees at every level need to be involved in shaping and enabling change. It’s the only way to build and sustain trust in the organisation.

    The fourth belief: Recognise how tiny changes can make a massive difference to performance. It’s all about understanding the cumulative effect these changes will have. That means experimentation. Hypothesise, prototype, proof of concept, scale. Repeat.

    Lastly, embed change everywhere. That means leaders must be demonstrably committed, living out the change and embodying it in everything they do. It’s through their example that others will be encouraged to shift their behaviour.

    Next time, we’ll take a closer look at these beliefs. Meanwhile, thanks for reading.

     

    The post Really want to change your bank’s culture? Change with the business. appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 3:35 pm on August 9, 2017 Permalink | Reply
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    What banks will want to become: a living business 

    Winnie-the-Pooh isn’t normally considered a business guru, but it turns out that A.A. Milne had a pretty good grasp on the challenge of digital transformation. “How does one a butterfly?&; Pooh asked Piglet in one of the stories. &;You must to fly so much that you are willing to give up being a caterpillar,&8217; Piglet replied. &8216;You mean to die?&8217; asked Pooh. &8216;Yes and no,&8217; Piglet answered. &8216;What looks like you will die, but what&8217;s really you will live on.”

    Leaders at many retail and commercial are having similar conversations as they figure out how to win in a digital economy that is beginning to make their old business models look somewhat caterpillar-like. The big banks that succeed in the decade to come will be those willing to transform themselves by shedding the old versions of themselves in favour of something quite different.

    The first step for many is to become outstanding Digital Relationship Managers, coupling their traditional strengths with a modern, open model approach to serve a wide range of customer needs and segments. It means having organisational agility and vibrancy that can quickly capitalise on the continuous and personalised stream of data generated by the digitisation of everything to satisfy the customer’s ongoing needs—both financial and non-financial.

    Click to enlarge

    The next step forward for these banks is to think of themselves as a Business in ways that challenge traditional industry boundaries. That transition is about being hyper-relevant and embedding vitality across the organisation to adapt to changing customer needs and behaviour, beyond banking. It’s a transition that is not evolutionary but revolutionary. A bank that is a Living Business is not a better caterpillar, but more akin to a financial services butterfly. To take flight, banks will need to draw on ecosystem partnerships and plug-and-play functionality for all products and services, to refresh services and reinvent business models as fast and as often as needed. “Run the business” will essentially be automatic, while most talent and investment will be aligned against “change the business” activities. Many transactions will come through digital natives, such as Google, Facebook or equivalent multi-use digital platforms. Some transactions will be text-based, but a huge portion of interactions will be voice-based. From within that digital conversation, banks will need to identify the opportunities for a smaller number of higher-value transactions where it seamlessly provides more complex services, such as financial advice to its customers.

    While the potential to grow revenue streams that come with Banking as a Living Business are enticing, banks will also have to embrace the more daunting aspects, such as prioritising their customer-oriented initiatives and cutting the caterpillar-improvement programs that do not map to the bank’s future business model.

    Must banking as we know it die? Yes and no. Traditional concepts of the bank will die as banking moves from something customers step outside their regular activities to do and to a business that is fully integrated and embedded with the rest of their daily lives.

    I join my colleagues at Accenture, Allen International, and Fjord to share further details in our new report, Banking As A Living Business: Driving Hyper-Relevance And Vitality Beyond Industry Boundaries. I invite you to read it as you contemplate what’s ahead for the banking industry.

    The post What banks will want to become: a living business appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 12:18 pm on June 30, 2017 Permalink | Reply
    Tags: , AllinOneCard, , want   

    Why Does Everyone Still Want an All-in-One-Card? 

    If you think the all-in-one-card is an overused idea that had its day years ago and has deservedly disappeared into oblivion, well, I don&;t even know what to say to you. Actually, I do: I agree, and yet check out the Fuze card, now raising funds on Indiegogo. This all-in-one-card has raised nearly $ 2 million from more than [&;]
    Bank Innovation

     
  • user 12:18 am on June 10, 2017 Permalink | Reply
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    Want to Partner With Early-Stage Fintechs? OCC Is Watching 

    As if the life wasn’t hard enough for startups. The Office of the Comptroller of the Currency published an FAQ section on its website this week, in order to clarify several points from its “Third-Party Relationships: Risk Management Guidance” issued in 2013. As expected, the questions also addressed bank-fintech partnerships. Most notably, the OCC [&;]
    Bank Innovation

     
  • user 4:37 pm on May 6, 2017 Permalink | Reply
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    Record Number of Banks Want to Partner with Lending Club 

    might be through the woods, thanks to . Banks made up a &;&; 40% of the lender&;s almost $ 2 billion originations for the quarter, up from 31% last quarter, according to Lending Club CEO Scott Sanborn. Sanborn said on the company&8217;s earnings call yesterday: Banks continued to ramp their purchasing as a major component [&;]
    Bank Innovation

     
  • user 12:54 am on May 4, 2017 Permalink | Reply
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    New Challenger Bank Bets Millennials Want the Bank Branch 

    There is a new in town, and yes, it is planning on launching with physical branches. The newcomer, U.K.-based iam bank, will launch later this year with both prime digital tools—mobile offerings, machine learning algorithms, and chatbots—as well as with real, touchable bank branches, specifically tailored to appeal to the millennial consumer base. [&;]
    Bank Innovation

     
  • user 7:25 am on April 27, 2017 Permalink | Reply
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    Consumers Want to Know the Social Impact of Their Spending, Aspiration Says 

    “Where is my money going?!” is a common enough shopping refrain, but might be doing more than lamenting bad habits. According to “socially conscious” bank , consumers are legitimately asking where money is going—that’s why the startup launched its new Aspiration Measurement (AIM) feature earlier this morning. The feature, live today and offered [&;]
    Bank Innovation

     
  • user 12:18 am on April 16, 2017 Permalink | Reply
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    Consumers Want More Financial Advice from Banks 

    see their as of a stressful utility, rather than a advisor. According to the Future of Money report released by Cognizant, banks are not proactive with the financial needs of their consumers; 90% of consumers surveyed stated that they primarily deal with their bank for simple transactions only. &;Simple transactions&; exclude any [&;]
    Bank Innovation

     
  • user 12:18 am on October 28, 2016 Permalink | Reply
    Tags: , , , , , Nonbank, , , want   

    Borrowers Love Nonbank Lenders — But Still Want Banks in Their Lives 

    Americans are quite happy to look at for borrowing needs, but that doesn&;t necessarily mean they distrust . A recent J.D. Power survey of small business owners released some startling figures &; startling to banks, that is. Most , specifically small-business borrowers, consider nonbank lending options for their financingRead More
    Bank Innovation

     
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