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Building the Contextual, Pervasive Bank of the Future

Ikea recently acquired a 49 percent share in their long term banking partner Ikano Bank with the intent of offering consumer banking services online and within their stores.1  Ikea customers will find it easier to avail of loans and financial schemes as they shop. And for Ikano Bank this is an opportunity to connect with customers in a new way and explore new revenue models. Banks and banking are undergoing an incredible transformation. Today banking is all about the customer and providing an experience that is comprehensive, contextual, highly personalized, and intuitive. The future of banking lies in embedding itself into every aspect of the customer’s lifestyle and the Ikea-Ikano deal is the latest example of this deep transformation within the sector.

To be honest, at this juncture, the traditional banking sector has no alternative but to modernize their strategies and systems. On one hand Fintechs and technology giants have uberized the sector by offering customers on-demand, customized, easy to manage banking services. On the other, banking sector is increasingly impacted by macro environmental factors including stringent regulations and laws, and economic recessions. The ongoing pandemic has wreaked havoc on the banking sector as well. Traditional revenue models are failing, and banks are expected to lose between $1.5 trillion to $4.7 trillion in revenues between 2020 and 2024.2 Exploring new revenue models is the only way for traditional banks to continue growing their business.

New revenue models and long-term monetization strategies are critical for future growth and resilience. Merely adding partners to their existing ecosystem is not enough, banks must integrate financial services into diverse business frameworks. They must go where the customer is and explore new engagement models. The emergence of the PSD2 regulations and open banking norms will allow banks to leverage the new API economy. By allowing access to their APIs by third parties to build new apps and services, banks can not only deliver superlative customer experience but also build new revenue streams and grow their business. Open banking holds the key to strategic transformation of banking and profitability and is gaining traction with customers and banks. The number of open banking uses is likely to go up to 40 million by 2021, from 18 million in 2018.3

Two new open banking models are gaining popularity. The first is Banking-as-a-Platform where banks try to establish themselves as ecosystem orchestrators by bringing together third-party services onto their own channels. Here banks are a net consumer of APIs. The second is Banking-as-a-Service where banks embed their services into diverse businesses. This takes open banking to the next level by APIs to distribute their services to partner channels. For example, DBS Bank’s developer portal offers over 500 APIs and has helped the bank forge at least 400 new partnerships with brands ranging from AIG and McDonalds to Food Panda and SoCash.

To implement either of these models, banks must accelerate their digitalization journeys to integrate cutting edge technologies like AI, ML into their business. This is easier said than done as modernizing legacy cores is risky and expensive. But as banks embark on the open banking journey, they have the option of partnering with fintechs to provide them with the technology prowess they need. In return, fintechs will gain access the banks repository of customer data and be able to leverage the trust and reach that they enjoy. Banks can also deploy middleware on top of their cores to host and enable new technologies and manage the APIs needed for the open banking era.

Despite the transformation and disruption brought on by technology powered options, traditional banks still enjoy a significant degree of customer trust. They now have the opportunity to transform the way they operate and become all pervasive in the customer’s lifestyle. The time is now to work towards becoming the custodians of an ecosystem built around the customer and designed to operate in a seamless manner.

Sources

1Finextra
2McKinsey
3Juniper Research

Binesh K

Binesh holds a management degree from IIM-L and has worked in Management Consulting, EdTech & Insurance sectors

SunTec Bags the BW People L&D Excellence Awards 2020

We’re thrilled to announce that SunTec has bagged the ‘Learning Management System Special Mention’ award by BusinessWorld People L&D Excellence Awards 2020 that was held last Saturday, February 27, 2021. SunTec won the award after a rigorous evaluation process by a panel of eminent jury members.

The BW People HR Learning & Development Excellence Awards 2020 is one of the most sought-after awards in the HR fraternity and one of the most coveted awards given by BW People. It aims to recognize Learning & Development Excellence to bring forward best-kept secrets & celebrate the very best, those who bear the torch of excellence in the HR Landscape of India and by far are the guardians of India’s L&D Practices.

The award underscores our commitment to Learning and Development which is core to our growth strategy at SunTec. Our forward looking ‘Individual Development Program (IDP)’ focuses on personalized learning paths for individuals based on role requirement, competency level, career aspiration and industry trends which was recognized by the jury.

It’s a proud moment for us. A big kudos to our Learning and Development team and many congratulations to the entire SunTec family!

Six Lessons for Banks to Learn from BigTechs About Brand Loyalty

Over the past decade, large technology firms have transformed people’s lives in many ways. Everything from cabs and movies to sushi and salon services can be summoned by the press of a button. The fact that such firms would have ‘banking’ firmly in their sights was always a question of ‘when’ and not ‘if’. After experiencing some regulatory hurdles, BigTechs (such as Facebook, Google, Apple, Alibaba, and Amazon) have entered the banking landscape and banks now have an added pressure to keep up to customer expectations and deliver services as seamlessly.

What’s more, the digital surge brought on by the pandemic has spurred the transformation in the financial services industry. BigTechs are delivering a better value proposition than banks in many areas and garnering a high level of trust with consumers, thanks to their digital expertise, large war chests, access to customer data and presence in the customer’s life events. The result? Earning customer loyalty has become more difficult than ever for banks.

In fact, a Bain & Company survey of 131,930 consumers in 22 countries found that consumers’ willingness to buy a financial product from new technology companies remained high in Asia and Latin America.

It has, therefore, become imperative for banks to wake up to the reality and improve and digitalize the customer experience as well as reinvest in better product experience to ensure customer stickiness.

Here are a few key lessons for banks to learn from BigTechs:

 

Offer a Frictionless Experience

BigTechs have attracted the loyalty of customers primarily because they have successfully conceived ecosystems that efficiently match buyers and sellers, a one-stop shop for products and services if you will. And that’s what banks need to do. They need to sharpen focus on offering users an experience tailored to their needs and provide access to an ecosystem of services at any time, from any place.

 

Improve Service Quality

According to a Bain & Company’s survey, many consumers trust BigTechs more than banks, which raises their willingness to try banking services offered by those tech companies. The survey revealed that 54% of respondents accorded higher trust to at least one tech company more than banks in general, and 29% trusted at least one tech company more than their own primary bank. Banks can defend their turf by leveraging APIs in their offerings to enhance customer convenience and improve the quality of services. For instance, they can analyze customer behavior and pre-empt simple interactions such as online bill payment to more complex interactions such as buying a new home. Identifying such episodes and making them simpler and more digital is sure to win over customers.

 

Collaborate and Co-create

BigTech’s have been able to outshine traditional banks in understanding customer needs largely due to their ability to harness data. But it turns out, banks have access to some excellent data, which ironically includes customer transactions with BigTech firms, but aren’t fully able to get the same value from them. Banks must create an ecosystem of partners and effectively use data analytics to understand customer’s preferences and ultimately offer personalized products and services that go beyond core products.

 

Go Beyond Traditional Products

One of the reasons BigTechs command loyalty is that their one-stop-shops are more accessible and user friendly than those of banks. That’s not all, they also offer integrated, non-traditional products (for instance, money market funds and insurance) leveraging their established payment services. Banks need to look beyond core products and offer customer-centric banking solutions to cater to the new-age customer’s desire for financial advice, financial education, and tech solutions to ensure greater brand stickiness. One such avenue could be digital unsecured lending that would not only open new revenue streams for banks with limited risk exposure but also cater to millennials looking for instant financing.

 

Offer a Connected Experience

Customers expect a banking experience that fuses with their digital lifestyle. BigTechs were one of the first to identify this shift and offer customers a digital banking experience. Personalization in banking is a sure-shot way of ensuring customer retention. Banks must therefore transform their offerings and embrace design thinking, an iterative process which involves understanding the user and challenging assumptions, to offer customers an experience that merges well with their digital lifestyle applications.

 

Develop an Emotional Connect

Even as banks re-engineer their physical and financial supply chains, they need to pay closer attention to how they make their customers feel if they want to build sticky relationships. A Deloitte survey of 17,100 banking consumers across 17 countries showed that banks lagged behind other brands in building emotional connections. Best-in-class digital service providers, including Apple, Amazon, Google, Samsung, and Microsoft topped the list. It is therefore critical for banks to objectively define and measure customers’ emotions. Once that is done, banks can help customers realize personal values such as achieving social acceptance and attaining freedom and independence in life, which will translate into brand loyalty.

While banks began their digitalization journey years ago, they were grappling with the same given the regulations and strict licensing requirements that they are subject to. A further limiting factor is the existence of data localization rules that explicitly mandate local storage of information. The advent of BigTechs has further raised customers’ expectations from banks, especially for fast, intuitive, and digitally enabled financial products. So, to prevent losing business to technology companies, banks will have to keep pace with today’s tech-savvy, new-gen users, think customer-centricity and push boundaries to enhance brand loyalty and gain their trust.

Why Setting the Right Goal is Crucial to Organizational Success?

The success of any organization largely depends upon the goals they set and how effectively teams work towards achieving them. While most organizations set goals, they often lack a sense of purpose to inspire teams. With this very intent – of setting meaningful goals and achieving them, we launched Profit.co, an Objectives and Key Results (OKR) tool to aid our growth and enhance our efficiency and productivity.

What are OKRs and what does it entail?

OKR is a popular goal-setting system that was introduced by Professor Andy Grove, the third CEO of Intel and known as the Father of OKR Approach to Management. This system empowers organizations to focus efforts on the same crucial issues throughout the organization. Simply put, under this goal-setting system objectives are essentially what you want to have accomplished and key results are how you could go about to get that done.

There are three critical components to setting effective OKRs. The first step is to set goals correctly and to do so we must answer the question why. It is imperative for organizations, leaders, and employees alike to develop a clear sense of why the goal is important. It is from the answer to this ‘why’ that we can arrive at the objectives. The key attributes of setting the right objectives is that it must be significant, concrete, action-oriented and inspiring.

Step two is really to understand the ‘what’ of goal setting. What actions are being taken to achieve the end goal? Does our organization offer an environment to learn, make mistakes, and grow?

Lastly, it is about the how – how effective are the key results. Good results are specific and time-bound, aggressive yet realistic, recurring, and measurable and verifiable.

Why it is important to stretch goals?

It is not enough anymore to just set goals, but even more important to stretch goals. This approach to goal setting can help organizations to not just stay on track but also help teams think and do things differently.

In 2008, Sundar Pichai, the current CEO of Alphabet Inc., and its subsidiary Google LLC, set a three-year-long objective to build the best browser. His key result was carefully thought as the number of users. In the first year, his goal was to get 20 million users. However, he missed his goal as he got less than 10 million users. In the second year he raised the bar to 50 million and got 37 million users. Finally, in the third year, he upped the stake again to a hundred million. To achieve this, he launched an aggressive marketing campaign, had a wider distribution, and enhanced the technology. The result? He reached 111 million users.

The key to success lies in the execution

At SunTec, we take our OKRs very seriously, with objectives cascading top down – right from our CEO down to the junior most SunTecian. All 650 SunTecians today have set objectives that are being tracked and measured consistently with the opportunity for continuous correction rather than end of year review alone. All departments and teams work towards a defined goal and in line with the organization’s strategy. Better focus, increased productivity and sustained results is what we have set out to achieve this year.

Our OKR system ensures there are frequent checks to measure progress and adjust the course of action accordingly. The key to success is to set, measure, meet and exceed our KPIs. The golden word here is measure – it is this measurement that really matters and motivates us to do better each day.

We believe it is this collective commitment that will help us to not just achieve but stretch our goals.

Prakash P Nair

Prakash heads the people function at SunTec Business Solutions. Human Capital is SunTec’s biggest asset. Prakash manages our talent needs, ensuring employee engagement and competency development across the organization, thus enabling our people strategies to support our overall goals. Prakash has been with SunTec for over 19 years and has previously headed our Programme Management Office (PMO). Prior to heading PMO, he was heading the Delivery and Account Management function for the APAC region. He has handled the Centre of Excellence as well, where he was responsible for over 400 members – from a people and competency aspect. Prakash has published a few people and competency related articles on topics such as Selflessness for Success, Self-Custodianship – for Lasting Relevance, Owning a Learning Culture: Designing Communities of Excellence, Making the Best, the Right Crux of Agile Talent Management, Elevate Your Thinking Level to Elevate Your Reach, and Good is Simply Not Good Enough Anymore, to name a few. His professional interest primarily lies in talent management and ways to enhance talent to exponentially contribute to the growth of the organization and individuals.

SunTec’s Strategic Response to COVID-19

Team first. Always.

When the pandemic hit, even before the first lockdown was announced, SunTec took a decision to invoke the remote working model in batches and then a 100% working from home before the end of March 2020.  All necessary systems and processes were put in place with accelerated speed to ensure – first, comfort of our associates to deal with the changed situation and secondly, to help them ensure business continuity, so that our customers never stopped getting the support that they were used to from SunTec.

Making It Possible to Make Our Clients’ Customers Happy

At SunTec, we proudly say that we help our clients increase the lifetime value of their customer relationships through what we do. It goes without saying that the standards for maintaining our own customer satisfaction are uncompromisingly high.

With over 130 clients in 45+ countries, we are incredibly proud of our teams for ensuring all client requirements were delivered on high priority without any negative impact. We are humbled by the 100% productivity from our associates while working remotely, which is both a testament to their dedication as well as the organizational culture at SunTec.

Business as Usual for Our Customers is Business Continuity for Us

SunTec’s customers rely on us for quality delivery across all our service offerings. The business continuity planning management team that was put together, and assisted by other functions ensured regular updates, transparent communication, and delegation of responsibilities, so that there was a planned seamlessness to the work from home scenario.

Extending a Warm, Virtual Welcome to New Family 

The same thought and care were extended to those that joined the SunTec family during the pandemic. Planned communication greeted new joinees, even at senior positions, at each stage, so they knew what was happening. They were welcomed virtually with Connect over Coffee sessions – fun filled events that gave new SunTecians a taste of what it meant to be one of the team.  Relevant teams and resources stepped in to ensure that the process was seamless.

Orientation, training and mentoring was planned and implemented; operational support from IT helped with getting new team members connected, while HR teams stayed in touch to ensure that the transition  to a new workplace in never-before circumstances was done with as little discomfort as possible.

Actions Always Speak Louder Than Words at SunTec – Employee Wellbeing Initiatives

Care for our associates is something that SunTec always takes pride in and the pandemic is no exception. Here are some of the initiates we undertook:

  • A special COVID-19 insurance cover
  • A 24X7 Telemedicine Service was extended for employees and their families, including a Medical Advisory Helpline
  • Equal importance given to mental health and wellbeing – a tie up with a Mental Health Support Helpline
  • The pandemic may have caused distances but organizing teams made sure that spirits are kept high thanks to technology. Virtual celebrations, virtual yoga sessions and even fun activities and contests were held frequently to ensure connect between teams

Back to Work With The New Normal

We are glad that all our actions during the pandemic including strict adherence to all safety precautions and measures has translated to our teams’ wellbeing overall. We intend to ensure that the same dedication to safety is carried out when the phased revocation of work from home begins.

Thorough planning, safety first and detailed, phase-wise opening steps have been put in place to make sure that when the time comes for associates to come back to the office, it is done with uncompromised safety and workplace comfort.

End-to-end protocols have been put in place to minimize risks; complete scenario mapping includes immediate response actions for different eventualities in case of someone being COVID-positive while at work, for whatever reasons. Increased hygiene and sanitation including social distancing measures, contactless systems to the extent possible, hyper-sanitization of transport facilities and washrooms, controlled access to external visitors, workstation and meeting room protocols, measures and policies for meetings and gatherings have all been examined and best practices put in place for each of them.

Nothing changes our priorities – our employees and customers come first at SunTec and towards this, responsible teams will work with as much zeal going forward as they have since the first lockdown hit the world.

If you have any queries on our COVID response, please write to [email protected]

Intelligent Systems Can Help Banks Maintain Business Continuity In These Uncertain Times

With the inevitable tribulation and market regulations resulting from the pandemic, one thing is certain – the global banking landscape will face a lot more uncertainty. In the meantime, banks have been called on to help boost the economy – to tackle how people can still pay bills, including credit card, loan and mortgage payments, and receive payments during these tricky times.

While such measures could be effective in helping companies survive in the short-term, they are also expected to hurt bank profitability in the year to come. Banks need to recast their strategy and budgets in response to the crisis, so they can not only cope with, but also be prepared ahead of future business disruptions.

So, how can banks quickly address the unique needs of their customers during these difficult times with speed and agility and at the same time, build trust?

Focus on customer experience

Now more than ever, it’s time for banks to put a strategic focus on customer experience while preventing revenue leakage during the crisis. Rolling out new pricing, offers, and waivers, such as deferred payments on lending products; issuing refunds/waivers – late fees, overdraft fees, insufficient funds fees, monthly maintenance fees, and penalty-free CD withdrawals, are all the ways banks can proactively respond to their customer’s needs and help them survive.

The recent focus on customer experience has largely been driven by the entry of Big Tech companies such as Google, Amazon, Facebook and Apple into the financial services industry. This has been a game-changer and has transformed the way businesses interact with customers. Customer expectations for flexible, hyper-personalized products and services reached an all-time high and long before the crisis, traditional banks were looking to these companies for inspiration around customer loyalty retention. This crisis presents an opportunity for Big Techs and banks to work together and collaborate, as well as utilize the expertise of the tech companies in handling big data, AI, analytics and building customer centricity.

Accelerate digital transformation

This is the new ‘normal’. Banks need to recast their strategy and budgets in response to the crisis, so they can not only cope with, but also prepare for future business disruptions. Large multi-year transformational programs without frequently delivered benefits will be hard to sustain or embark upon. One strategy that can help them do this is adopting a modular approach to enable an easier digital transformation. While there are many options to modernize core banking systems, success will be elusive unless the legacy infrastructure is broken down into smaller manageable logical parts.

For those that haven’t started their digital transformation journey, this can all be done with a low risk strategy without having to replace their stable core systems and leveraging intelligent technology. The goal is to transition from a product-based to an agile, customer-first organization. Adopting a digital core and ‘hollowing out’ customer engagement functions from the core system and managing it as a horizontal cross-enterprise layer, provides banks with enhanced product innovation capabilities, sophisticated customer data management, partner ecosystem and revenue management and pricing.

This helps banks execute on their digital transformation aspirations without depending on their legacy systems. It provides them with the agility and flexibility required to make their digital transformation plans a success. With this approach, banks can quickly adopt new technologies, add more functionality and capabilities, offer customized products, enhance the customer experience and take ownership of the complete customer relationship.

Partnerships like this can help commercial banks become more inventive and nimbler, digitizing their processing, systems and customer experiences to create new ways to meet the needs of their customers and form new income streams. With Open Banking, the banks’ partnership with fintech companies and other third-party providers is driving technology innovation to help traditional banks stay atop in today’s digitally-centered world.

Prepare for the Bank of the Future

The need for new strategies around innovation in the financial world was evident long before the pandemic hit. Now, the question arises, whether banks and financial institutions will remain committed to new banking models driven by digital transformation and customer experience post-crisis.

The cry for a customer experience revolution is stronger than ever, especially during times of disruption. Banks are expected to be able to extend their value proposition beyond core offerings and therefore deliver experiences across the customer value chain. All this, while protecting margins through effective revenue management that supports constant business model evolution.

As banks around the world continue to adapt to the current climate, they are facing significant operational constraints and new challenges. The focus for banks will need to be around accelerating their digital transformation to deliver the optimal enhanced customer experience – without the need to replace costly legacy systems. By preparing for and building the Bank of the Future, banks can be ready for the onslaught of a completely digital tomorrow, which forces the organizations of today to focus on agility, scale, and speed, in order to succeed – or even, survive.

This article was originally published in Financial IT, Read More – https://financialit.net/blog/banks/intelligent-systems-can-help-banks-maintain-business-continuity-and-reinforce-customer

Amit Dua

Amit Dua is President and Global Head of Client Facing Groups at SunTec Business Solutions. Based in London, he leads Sales, Business Development, Client Engagement, Alliances and Industry Solutions functions for SunTec globally. Amit has over 26 years of experience and brings a proven track record of providing executive level sponsorships to the clients and evolving the business model to partner with banks that are going through business and technology transformations. He has strong experience in identifying, planning and executing on those business strategies and has successfully led the launch of next generation core banking and revenue management solutions in various markets.

History Of Banking Part 6 – Globalization And Technology

 

In this final part of the blog, we will look at the factors that made banking the behemoth it is today – industrial revolution, globalization, and the rise of technology.

The industrial revolution and globalization

 

In the early 18th century, as agriculture stepped aside to bring industrial revolution in the spotlight, the need for capital increased further.

We can forever argue on what factors caused the growth of Industrial revolution in England, but from 1750, which is normally seen as the starting date of industrialization, the growth of the banking industry and the industrial revolution became entangled.

Before 1750, the economy was run on not just cash, but on gold, copper and other metals. After 1750, the entrepreneurs of England, Belgium, Germany, and France among other nations required not only an easy form of money, especially up front, but also needed an effective and efficient mechanism for their day to day transactions. Credit was also becoming a norm.

The traditional money lender could not provide this. Moreover, as pointed out earlier, the rise of Protestantism had created a new set of bankers – the Christian family bankers. Both these factors created an increase in demand for the banking industry and led to the rise of specialist banks with the knowledge of certain industries.

For example, in England, in 1750, there were three tiers of banks – the Bank of England was the first tier, the private banks, which were around thirty, formed the second tier and the local regional banks formed the third tier. By 1800, the number of private banks had increased to seventy and the number of regional banks doubled in 25 years.

The same story was repeated in countries like Belgium, Germany, and Italy.

In Belgium, the first country to follow England in the Industrial Revolution, banks such as Société Générale and Banque de Belgique became universal banks and where their growth was critical in the growth on Industrial Revolution in Belgium.

Germany is often cited as the best example of bank-driven development. Germany experienced rapid industrialization between 1850 and 1880 and the German Industrial Credit Banks played a critical role in this growth. The major banking players in Germany also witnessed an increase in their profits and more players stepped in. Between 1850 and 1870, 259 firms were incorporated as credit banks and most of these banks were profitable.

Italy, which witnessed a rapid surge in industrialization between 1890 and the first world war, also followed a similar path and the banking industry also grew rapidly.

While the banks in Europe focused on providing short-term loans, the banks in the US during these times focused on long-term loans. This led to the formation of a new form of banks – the investment banks. The US witnessed the rise of large investment banks who participated in the industrial growth in the latter part of the 19th century. Large scale projects were majorly financed by these investment banks in the US.

Two global wars and the world’s greatest depression followed the period of rapid industrialization.

Globalization followed world wars. The World Bank and the IMF were established. Banks acted as the catalysts for the modern society and the national banks grew beyond their national boundaries. Economies and banks became interconnected. Some followed a local strategy, some followed a global strategy, and some followed a truly glocal strategy.

Banking activities expanded in three phases – the first phase, which ran through the 1960s, was characterized by the euro-dollar market expansion which brought into limelight several European banks; the second phase, which happened during the 1970s, brought forth the importance of the Middle East through the rise of the oil economy and the third phase, which happened in the 1980s, was characterized by financial globalization, brought to the fore the US investment banks, the English merchant banks, and the Japanese banks.

The three phases not only helped banks expand but also forced banks to adopt new strategies. Many banks merged, some collapsed, but many new banks and financial institutions were born. Perhaps, the seeds of the financial crisis of 2007-08 were sown in these times as banks, which were driven by the need for greater and continued profits, started to follow riskier business models. It is interesting to think whether the financial crisis would have happened if the banks had not passed through any one of these stages. Hindsight is indeed a great teacher.

In the later stages of globalization, as the prevalence of technology increased in the banking industry, new kinds of banks emerged; countries fought with each other, not through weapons, but through economic policies driven by their central banks; competition increased between banks which meant that there was pressure on CEOs to adopt far riskier propositions to win a greater market share and increase profits and regulation, controls and compliance standards increased across the globe.

And one day, the Titanic hit the iceberg. 2008 happened.

In the US alone, 465 banks collapsed from 2008 to 2012. This fact alone is enough to showcase the impact of globalization on banking.

Perhaps, no other sector was impacted by the industrial revolution and globalization than the banking industry. The cornerstone of the modern economy is capitalism. Capitalism drove the two forces – industrial revolution and globalization and as noted before, banks were the circulatory system for capitalism.

From 1750, as the world transformed radically due to these two forces, the banking industry also grew. These two forces also resulted in the creation of another revolution which has catapulted the banking industry to the next level.

 

The rise of technology

 

Today, Amazon processes millions of transactions every year. Billions of dollars are spent on online shopping. It is hard to imagine that three decades ago, the idea of shopping through a hand-held device, was not just a dream, but out of the imagination of 99.99% of people across the world.

The world before 1750 was further different from what it was three decades ago. Speed was associated with horses, the difference engine invented by Charles Babbage was more than 70 years away, no one expected a message to be sent across from Europe to the US in a day and the Australian continent was not discovered by the Europeans.

But, with the birth of the Industrial Revolution, another wheel was also set in motion.

When Thomas Malthus observed in his Malthusian theory in 1798 that population would rise to such a level that the resources of the world would be insufficient, and this could lead a catastrophe, he had forgotten to accommodate the biggest thing had driven humanity till then – the human ingenuity and the increase in productivity per resource.

The wheel that was set in motion with the birth of the Industrial Revolution was the wheel of technology which built on the continuous urge for humans to produce more with the same set of resources and to find newer ways to do it.

As entrepreneurs focused on increasing profits, one thing became clear. Without the application of science, the productivity of resources can’t be increased and without increased productivity, profits cannot be increased. Technology can be defined as the application of science for practical purposes, and that is what the industrial revolution and later globalization did.

So, technology in banking did not start with internet banking or mobile banking. It started much before.

Probably, Western Union, who pioneered the concept of e-money in 1860 and electronically transferred e-money in 1871 through telegram were the earliest adopters of technology in banking.

But, the use of technology slowed down in the next forty years only to be revived by the bank’s move to automate many of its operational activities through technology. This was done by the increase in their scale of operations and the need to reduce operational costs.

The era after the second world war saw an increased focus on technology. This was driven primarily by the enormous benefits that banks foresaw from leveraging the technology invented for the world war.

The first credit card, which was a precursor to the Diners card was invented by John Biggins in 1946. It was called Charge-It.

Banks started to invest heavily in computers from the 1950s. In fact, many large banks brought mainframe computers to process a large set of transactions. In 1957, the CNEP, one of the four banks that merged to form BNP, bought Bull Gamma 60, the largest computer in Europe at that time. In the late 1950s, the Magnetic Ink Character Recognition or MICR was introduced propelling the way forward for cheques to be cleared faster.

1967 was a truly ground-breaking year for banks and technology as Barclays introduced the first ATM, a revolutionary piece of technology that propelled access to cash and access to banks further. Now, a bank at every block was a possibility.

1980 saw the bank coming to us through another channel as telephone banking was introduced. I am sure most of you would appreciate the benefits of phone banking.

Around the mid-1990s, some intelligent people working in a bank saw the possibility of the internet for expanding their operations and gradually, all the banks embraced this new wonder-kid with open arms. And the rest they say is history.

Today, with blockchain, big data analytics, artificial intelligence, and many more technological innovations, banks are far from the dull data storing dust-filled offices they were in the early 80s or 90s.

Globalization created a need for banks to reach out to a large set of the market in a relatively short frame of time. Banks used technology to cover this distance in an exponential way. If the industrial revolution and globalization were the airplanes on which the banking industry rode, then technology is now the rocket on which the banking industry is riding. Technology has not only enabled banking to become more efficient and reach new markets, but also helped in the creation of new models, new products, new services, and even new organizations.

The bank of today is a result of all these forces. In hindsight, even if one of these forces was not there, the banks of today would have looked differently. What if the computer was not invented? What if printing was not accepted? What if the British empire was not allowed to grow? What if the industrial revolution had not happened?

These forces were not just causal forces, but these forces were also further shaped by the banking industry. We may call these forces and the banking industry cyclical friends – A shapes B and B further shape A in return.

None of these forces were planned but were the result of how humanity progressed. Perhaps the single biggest shapers of the banking industry have been the evolution of humans and their tenacity to succeed.

History Of Banking Part 5 – Wars And Paper Money

In the last part, we looked at the rise of trade and the emergence of empires as the contributing factors towards the growth of banking. In this part, we will look at two other major factors that drove banking in the early parts of human history – wars and paper money.

The horror of wars

 

Empires were not built on dialogues and discussions. Along with tactical nous, they also needed strong-arm tactics and military might. Loyalty would not have been the only drug that propelled millions of soldiers to fight for their kings. Machines, weapons, cavalry, horses, chariots – all needed money to be built or to be maintained.

In the pre-historic age, when kings ruled with an iron fist, the king and a few religious leaders controlled the money of each state. In times of war, the king could always levy extra taxes. As nations grew, the distribution of wealth amongst its citizens became more widespread. The concept of ownership shifted from the concept of kingship to individualism. Kings and religious leaders were part of a large social ecosystem that contained people and corporations.

Around the 5th century AD, the Roman Empire collapsed and with it, the growth of the banking industry came to a standstill. Around the 12th century AD, the kings needed more money to facilitate their expansions, but they could not force people to pay more taxes for the kings feared revolutions.

The leaders needed one overpowering feeling that united people to contribute money. This overpowering feeling was faith. By the 12th century, after lying dormant for nearly 700 years, religious fervor stimulated the re-emergence of banking. Crusades were the stimulant. The Church needed hordes of money to facilitate their wars and banks came forward to finance these wars. Probably, the banks were forced to come forward. In some cases, bankers of Italy and other European nations were forced to lend money. Money was moved across nations to feed far-flung armies.

After several years, the Crusades stopped. But, the insatiable urge for kings to expand never came to an end. A great push to the modern-day banking came in 1797, when England, threatened by war, suspended cash payments through its central bank – The Bank of England. This move created panic and forced the Bank of England to create notes of the lower denomination which helped banking spread beyond nobles.

Wars also acted as the cause for the creation of central banks across many nations. In fact, most of the central banks were set up to facilitate the flow of money from the people and merchants to the government in times of war. For example, the War of the Second Coalition led to the formation of Banque de France, the French central bank, in 1800 AD. The aim of Banque de France was to improve the public financing for the war.

Probably Napoléon Bonaparte didn’t know, but he also played a critical role in the development of new-age banking knowingly or unknowingly. The Rothschild banking family had funded Napoleon’s major wars and colonial expansion, but their involvement with the war helped Rothschilds to get the information of Napoleon’s defeat much before the English forces thereby aiding them in investing their money in a proper manner.

The last great war of the modern era, the Great World War II, resulted in the creation of the International Monetary Fund and World Bank. Encouraged by these institutions, commercial banks started to lend to sovereign states in the third world. The US became the new global center of banking.

While wars brought with them great despair, the role of banks in rebuilding nations after the war has also been praiseworthy.

A war requires enormous financial resources but in the end, humanity suffers because of wars. From an independent point of view, the wars created the demand for large sums of money which could be satisfied through banks only. Was then wars unavoidable for banks to grow? For the scores who lost their lives through wars, it never looked necessary.

 

The growth of paper money

On November 8, 2018, the Government of India demonetized the notes of Rs. 500 and Rs.1000 of the Indian Rupee. In one night, what was once enough to buy a meal for a family of four for a week was just paper.

Yet, as the online magazine, Quartz pointed out, it was but a small moment in the history of money and banking, of which a significant moment was the invention of paper money.

Modern notes are not just pieces of paper, but promissory notes that promise to pay the bearer the denoted sum, but in a matter of minutes, these notes can become paper.

Earlier money came in all forms – grains, beads, weapons, cattle, etc. But it was difficult to carry around, tough to transact and even tougher to store. Counting in decimals was not even an option.

Gradually, coins came, and they solved most of the problems that the earlier forms of monies had. But they were still heavy. In fact, in China, copper coins were designed with square holes in the middle so that they could be carried around in a string. It worked, but it was tough. Imagine if you got your next salary with a sack of coins.

During the 7th and 8th centuries, trade was flourishing along the Silk Route. The Tang Dynasty was ruling China. Traders from China needed an easier way of storing their money as carrying around hundreds of coins was not an option. They deposited their money (or coins) with a trustworthy agent, who in return gave them a note which denoted how much money they had deposited with the agent. The traders could use the note for trade. While this was not technically a printed note, this did set a strong precedent.

In the early part of the 10th century in China, under the leadership of the Song Dynasty, the government licensed certain agents to issue these promissory notes and gradually the government took control of the system, printing the promissory notes themselves.  They called it jiaozi. The Song dynasty established factories to print this paper money. They were even issued in multiple colors.

As ThoughtCo points out in their website, ‘In 1265, the Song government introduced a truly national currency, printed to a single standard, usable across the empire, and backed by silver or gold.

But this amazing achievement was short-lived as the visionary Song Dynasty fell to the Mongols. While the succeeding dynasties tried to print currencies and even impressed the renowned traveler Marco Polo with the idea, the paper currency collapsed and was not to see the light of the day till 1890 when yuan was printed as paper currency.

But good ideas spread fast. Across the other end of the Silk Route, in Europe, the trade was growing, and the traders needed a convenient way of transferring large sums of money over large distances. The traders fell in love with the idea of promissory notes and started using it.

Here also, the promissory notes were the precursor to bank notes. In fact, the term bank note is also derived from the Italian word nota di banco which meant bench note.

While the first bank notes were issued by private lenders in Europe from the 14th century itself, it was not until 1661 that the first bank note was issued by a bank – by Stockholm’s Banco, the predecessor of Bank of Sweden. Sadly, the bank ran out of coins to redeem these notes and had to shut down in 1664. Call it an irony, but that is what happened.

In the United States also, while bank notes were issued by each of the thirteen colonies in the early 18th century, it was just one of the different currencies in circulation. It was not until 1933 that the bank notes were formally accepted as the preferred form of currency over other precious metals.

Paper money made handling money easier and banking more convenient. Paper money also introduced the concept of counterparty risk. Since paper is not always durable, we are now shifting to plastic money. Paper may be easy to counterfeit and not issuing the right amount of paper money can destabilize a nation, but paper money has saved precious metals, is easy to count and can be mass-produced with uniform quality. Would gold be considered so valuable if everyone had gold coins with them?

It is sure banks have greatly benefited from the invention of paper money and the modern banks must be thankful to the Tang Dynasty for this unique invention.

Paper money also helped drive an increase in trade which was one of the contributors for the industrial revolution, which further helped the banking industry grow.

In the final part, we will look at the factors that made banking the behemoth it is today – industrial revolution, globalization, and the rise of technology.

Traditional Banks Threatened By Diminishing Customer Loyalty

Harry Gordon Selfridge, who founded Selfridge’s department store in London more than a century ago, is given credit for the saying “the customer is always right.” He instilled the mantra in his employees and built a hugely successful business by personalizing the retail buying experience of his customers.

Today, the term “customer service” is regarded by many consumers as an oxymoron. Customers still want and expect a personalized experience. Yet, everyone has a story of a bad experience trying to correct an error on a bank statement or question a suspicious transaction on a credit card (some even do a rudimentary cost-benefit analysis of the time they expect to waste in calling the customer service department: is it worth an hour on hold to fix a $5 error?)

Bad experiences lead to diminishing customer loyalty to brands. Add to this, the entry of BigTechs like Amazon, Apple, Google,etc (who in fact are known for their customer-centricity) foraying into the banking industry along with the many agile& nimble FinTechs that can disrupt the last mile payments and other functions, the current banking market scenario is quite interesting. According to Business Insider, 73 percent of US consumers are open to considering a new brand in at least one shopping category – “This doesn’t mean that consumers are constantly looking to abandon the brands they’re loyal to, but it does suggest brands are always at risk of losing customers.” Many businesses have resorted to loyalty programs offering rebates, prizes, etc. in often-desperate attempts to keep their customers from defecting.

In the retail banking sector, traditional banks have spent billions of dollars over the past decade on online banking, mobile deposits, bill payment platforms, instant money transfer systems and more. At the same time, businesses like Transferwise, PayPal, Venmo and others are chipping away at traditional banking. As a result, digital transformation for many banks has become more reactive as high-tech, non-bank competitors emerge.

The fundamental problem: traditional banks are siloed

The challenges facing banks today are much deeper than finding the right technology to enable digital transformation. Traditional banks must focus on the synergy between their often-siloed, front-end channels, such as mobile, app or web and their often-forgotten middle and back-end systems. This is easier sketched on a whiteboard than achieved to the satisfaction of today’s bank customers.

The middle and back-office transaction processing systems are critical to banks, serving as the backbone of the entire organization. They have been built over many years with a combination of systems and applications. These middle and back-office layers are where the banks’ business logic, financial products, core processes, metadata and many other business-related assets are stored in its core systems. It is within these layers that banks run their auditing, monitoring for risk and compliance, as well as their business decision algorithms. Given the critical nature of the day-to-day operations of a bank, the growing complexity and size of these layers make transformational change an extremely risky endeavour. Customer experiences with banks are separated, often hard to streamline.

Meanwhile, bank customers want customized products to follow their journeys and meet their specific needs. For example, a bank’s customer wants a holistic a home-buying experience versus shopping for a mortgage, hiring a lawyer, setting up utility services and/or finding contractors for needed improvements. Cookie cutter products will no longer cut it. Banks need to move up their customers’ perceived value chains or they risk their customers moving elsewhere.

The solution: Banks must modernize and hyperpersonalize

The solution does not need to be infinitely complex. Deploying a digital core middle layer allows orchestration across the silos within the bank. This eliminates any disconnect to the back-office layer, without a fundamental overhaul of the entire system. This headache-free transformation provides the agility required for modern banking by progressively transitioning the business logic out from the complex legacy core to the middle digital core layer. It also has the advantage of letting banks run digital transformation at the pace that best suits their customers.

A big opportunity for banks to achieve profitable digital transformation is through the concept of “Open Banking.” Banks have often viewed new government regulation with a deep skepticism. Now, however, perhaps the most technologically significant regulation is emerging in open banking regulations like PSD2 for Europe, similar regulations in the UK and Hong Kong, and upcoming ones in Australia and Singapore. These new regulations look to fundamentally disrupt banking by requiring banks to open their customer data and payments infrastructure to third parties. Traditional banks’ most valuable asset, customer data, is now available for all to see. Where once this was proprietary bank information, now the customers and competitors can assess its value too.

Open banking challenges traditional banks to “hyperpersonalize” the customer experience. Banks can now offer products and services from external ecosystem partners who complement existing offerings, thereby enhancing the holistic experience for the customer. For traditional banks, open banking is a blessing and a curse. What it takes with one hand, it gives back with the other – but only for banks willing to innovate to retain the customers they know and have a larger wallet share of those customers’ transactions.

Conclusion

In today’s banking environment, a lack of agility is the recipe for dissatisfaction and bank customer churn. There is a better way. To build the bank of tomorrow, banks need to start by being digital native and the safest way to be do that is by moving all the business logic and product variation design into the middle layer. This frees up the core back-end product processor systems from the weight of storing multiple products and allows the front-end to be adaptable. It actually enables banks to hyperpersonalize the customer experience and move along with technology updates without actually being disrupted.

Customers are not difficult to please if a trusted brand offers them a relevant and well-packaged range of core offerings. Offering anything less allows more innovative competitors to steal the day. This is the new front-line of banking.

This article was originally published in Finance Derivative, Read More

Amit Dua

Amit Dua is President and Global Head of Client Facing Groups at SunTec Business Solutions. Based in London, he leads Sales, Business Development, Client Engagement, Alliances and Industry Solutions functions for SunTec globally. Amit has over 26 years of experience and brings a proven track record of providing executive level sponsorships to the clients and evolving the business model to partner with banks that are going through business and technology transformations. He has strong experience in identifying, planning and executing on those business strategies and has successfully led the launch of next generation core banking and revenue management solutions in various markets.

History Of Banking Part 4 – Trade And Empire

When it is the question of money, everybody is of the same religion. – Voltaire

In the last part, we looked at the rise of civilization and the emergence of writing as the contributing factors towards the growth of banking. In this part, we will look at two other major factors that drove banking in the early parts of human history – trade and empires.

The expansion of trade

 

As the Roman empire collapsed during the 5th century AD, the evolution in banking also came to a standstill. While people were still saving money in banks and taking money on credit, there was no significant progress. For nearly 500 years, the status quo continued.

Banking, in its current sense of form, is traceable to medieval and early Renaissance Italy, to rich cities in the north such as Florence, Venice, and Genoa and the reason banks flourished in these regions was because of the growth in trade.

The original banks were “merchant banks” that Italian grain merchants invented in the Middle Ages. In the 11th century, as the Lombardy plains in Italy grew more fertile, the merchants of Lombardy also grew rich and expanded their trade.

Meanwhile, by a twist of fate, Jews, one of the richest classes, were being shunted out from many parts of the world. We may call it selective discrimination or the result of the depraved human mindset, but few Jews benefited from this tragic act.

The Jews moved around and were attracted to the richness of the Lombardy plains. The Jews, well versed with the trade practices of the Middle East and the Far East through silk trade, adapted these trade practices and financed grain production and trading in the fertile plains of Italy. They had one great advantage over the local Christians – the local Christians could not lend out money for interest whereas the Jews could.

Initially, the Jews, with lots of money in hand, lent out money to finance grain production and insured their loans against the grain produce. Gradually, the Jews moved forward the value chain and began to advance the payment against the delivery of the grains to traders. In both cases, luck and profits favored the Jews. Probably, these were the first futures contracts. In due course of time, these bankers learned to trade debt and performed financing along with underwriting. Soon this practice flourished, money grew, and more people entered the banking industry. As I had mentioned earlier, it was during these times that the word bank and bankrupt originated.

The growth in trade also necessitated a way to measure the time value of money and the practice of discounting was started to cater to this need. This also helped intelligent bankers to override the usury rule.

But the happiness of Jews did not last for long. Wars disrupted the success that Jews were enjoying, and they were again displaced. These Jewish families moved to Poland and Germany and became the people who defined the banking industry.

During the later stages, even goldsmiths began to lend out money on behalf of the depositor.

But the Church caught up. The rise of Protestantism freed many Christians from the boundaries of usury. The increase in trade from the late 16th century pulled many more merchant families into the gold mine of banking. Some survived, some flourished and some lost. In trading countries like the United Kingdom, Germany, and the Netherlands, the number of banks virtually doubled in the second half of the 18th century. Even in the 19th century, as a new superpower was rising in the form of the US, the increased requirement for investment created a new set of banks – the investment banks.

The demands of trade made banks become structured corporations. As nations began to trade further, the national banks crossed boundaries and became multinational banks. The demands of modern-day trade also led to the creation of several practices and technologies that are being used by banks these days. Mainstream technologies such as SWIFT happened because corporations wanted to send money across continents in the fastest way possible. Practices such as overdraft happened when the famous merchant William Hog, who was a customer of Royal Bank of Scotland, was having problems in balancing his books and was able to come to an agreement with the newly established bank that allowed him to withdraw money from his empty account to pay his debts before he received his payments.

The growth of trade created a huge demand for capital. Nor the kings nor the government had this kind of money. Only the banks which were the original platforms could cater to this demand. Thus, the growth of trade helped in the growth of banks and this formed a virtuous circle. To this day, this remains the gospel truth.

 

The world of empires

 

The political history of the world is intricately linked with the rise and fall of several great empires. At its core, an empire is the domination of one state by another. To achieve this domination, empires needed money – to wage wars, to feed the soldiers and to build weapons. Additionally, empires needed access to credit to pay for foreign goods and services.

Just as banks financed the traders, banks also financed emperors. Loyalty does not buy mercenaries.

The world’s first empire, the Akkadian Empire, which existed around 2,000 BC, understood the power banking provided. This empire created systems that provided them with the capital in times of need.

The next great empire was the Roman Empire. From around 27 BC to 476 AD., the Roman Empire established the roots of the modern banking industry. Even Rome had temples which acted as quasi banks. Priests were the quasi bankers.

As the Roman Empire grew the Mediterranean, the need for more credit came up. The money stored in the temples could not cater to these needs. This led to the establishment of modern-day banking as money changers, who sensed an opportunity in these times, set up benches outside government buildings and started to handle banking activities. This also led to the establishment of three kinds of bankers in Rome – the argentarii, who were private individuals who lent money and handled foreign transactions; the mensarii who were the de-facto representatives of the government and ensured social equality through their banking; and the nummularii, who tested the quality and genuineness of minted coins – new and old.

Banking was also growing in empires that were far from Rome. In India, the Mauryan dynasty (321 BC – 185 BC) played a critical role in the development of banking in India. In China, the Qin dynasty (221 BC – 206 BC), helped introduce standardized coins to facilitate easier trade across China.

The fall of the Roman empire led to a decay in the growth of the banking, but the practices established by the Roman empire lived on because the mindset of humans never changed – the need for more was always there. Kings, like any normal human being, wanted to expand their kingdoms.

In fact, in 1157 AD, the real reason the first state-guaranteed bank was established was to cover the costs for the expansion of the empire under Doge Vitale II Michiel, who was a key military leader in Italy at that time.

After the first bank, Medici Bank was established in 1397, the 15th century saw the rise of new empires. This period saw the establishment of many banks in Spain, Germany, Holland, etc. The common thread amongst all these banks was that they funded the expansion of empires as well as the voyages undertaken by the ambitious seafarers of this time.

But it is interesting to note that in England, at the home of the empire where the sun never set, there were not any banking houses operating in a manner recognized as so today until the 17th century.

The last great period of the empires was from the 17th century to the mid-20th century. During this time, the rise of empires helped spread the banking practices followed in these nations across the world. While the conquered nations had their own banking practices, the current banking practices that are followed across most nations reflect the empires of the era from the 17th to 20th centuries. The empires also helped in setting up the infrastructure and processes for the modern-day banks in these conquered nations. And this was the greatest impact empires had in the world of banking.

While banks provided money for countries to expand, the countries, through their conquest of new nations (or shall we call them organized loot) and forced trade agreements, provided banks with the largesse of gold and other precious artifacts for storage.

While these precious items were the wealth of the nations from which they were taken, there was a need for a safe place to store them and banks acted as the default safe-houses. An abundance of wealth helped the banks further expand their services, but it is debatable whether they benefited the citizens of the conquered nations who led lives filled with poverty, hunger, and diseases.

In the next part, we will look at the factors which made the growth of banking from a national industry to an international industry – the wars and the emergence of printing paper money.