'Doing digitalisation wrong and risk being left behind'
Research has shown that 55% of bank executives view non-traditional players as a threat to traditional banks. The fear is justified, as digital banks could have a cost base approximately 60-70% lower than theirs. If this looming threat from innovative and digital-minded industry disruptors has not been enough to trigger a digital rebirth of legacy financial institutions, surely the biggest disruptor of them all – the pandemic – would force change?
It seems that despite studies showing COVID-19's long-lasting effects on the global economy to be of the likes of a substantial one-year reduction in worldwide GDP of more than 6%, the necessity of cost-cutting in 2021 is still not a stake high enough to steer legacy financial service CFOs in the same digital direction that the world is heading to.
Modern living now operates online, both professionally and personally. Distributed working, retail, and socialising are all the ‘new normal’, and the financial services sector is no different; the pandemic has resulted in 71% of global consumers now using digital-banking channels weekly – with contactless and digital payments at the forefront of this shift.
Due to this demand, many banks are experiencing a 50% increase in the use of their digital services. Research has shown that accelerated consumer adoption of digital banking tools has led to the growth of new digital banking users by approximately 20% over the last year alone. The decision-makers at legacy banks now have a choice to make: understand and adapt to the modern consumer’s needs and lifestyle or watch them leave.
This is different from the threat legacy banks saw in the 1990s with the rise in internet banking or even the financial crisis of 2008. Consumers now have a plethora of options available to them with a click of a touchscreen button in the palm of their hands. In order to remain a noticeable competitor in the industry, legacy financial institutions will have to cut costs by 25-50% in the next 3-5 years, which simply won’t happen. A lot needs to change.
Transformation in various forms
This transformation can materialise in various forms, from introducing operational efficiencies and superior customer experience by leveraging AI, modernising legacy systems and processes to allow for cloud-native end-to-end experiences, to building digital onboarding, quick loan disbursements, and real-time payments. With studies finding that firms could digitise many activities 20-25 times faster than previously thought possible, it’s a convenience simply waiting to happen.
It would be wrong to imply that all legacy financial institutions have not thought about accelerating their digitisation. Research has shown that 45% of banking executives are keen on transforming their existing business models into digital ecosystems right now. So, if sentiment and plans to pivot are beginning to take shape, where are legacy banks going wrong and why are changes not being made?
It’s simple. They have their priorities all wrong. Data looking at the top banking priorities for post-pandemic FS shows the three lowest priorities mentioned are instrumental to achieving digital transformation success: innovation, operational excellence, and culture development. This lack of focus on technology, operations and culture will ultimately derail most digital banking transformation efforts, rendering these legacy banks obsolete.
Changes need to be made for these institutions to stand a chance of surviving against their disruptor counterparts. As Jack McCullogh, founder of the CFO Leadership Council, astutely said: “Few, if any, investments can give an organization a sustainable competitive advantage like an investment in technology”.
In every crisis there is an opportunity, and the pandemic is a perfect time for legacy banking to reassert themselves as a viable option for consumers and as noticeable competition in the industry. The world has been forced into digital, and these legacy firms are no exception. It is now or never.
The Ultimate Enterprise Technology & AI & Cyber LIVE Event
Do you want to build high-level relationships, gain insider knowledge and leave with the tools you need to drive effective digital transformation within your business? Then you don’t want to miss out on the must-attend hybrid event of 2021 for leaders in forward-thinking enterprises.
At Technology, AI, and Cyber Live, you will be able to hear and engage with C-Level executives at Microsoft, IBM, Salesforce, Capgemini, and more.
How can you attend?
In the post-Covid era, not everybody wants to travel for events. So Technology & AI will be completely hybrid. That means you can attend the event in person or virtually, with no disadvantages to people who don’t make the trip to the Tobacco Dock.
Technology and AI Live is happening in the Tobacco Dock in London, a ten-minute walk from Tower Bridge. For more information on the location, click here.
There’s no need to worry about missing out if you choose not to attend in person. You can still absorb all the information, interact with other attendees and enjoy the conference experience on our virtual platform.
There will be live feeds from all of the stages (also available on-demand after the event) as well as virtual networking areas. So not being able to travel is no reason to miss your chance to gather with the industry.
Vice President at CGI
Sunil has over 20 years of experience in consulting and helping energy and oil and gas clients transform into digital and sustainability leaders. He has also helped organisations across the energy, oil and gas, chemicals, renewables, and manufacturing industries realise business value from their investments using cloud, artificial/augmented intelligence, data science, internet of things, industry 4.0, robotic process automation, cybersecurity, and hyper-automation.
He has substantial experience in the information technology industry gained working at IBM Global Business Services, KPMG Management Consulting, Sapient, and Infosys.
Chief Information Officer at Department of the Air Force
Lauren Barrett Knausenberger is the Chief Information Officer for the Department of the Air Force, including the U.S. Air Force and U.S. Space Force. She leads two directorates and supports 20,000 cyber operations, and supports personnel around the globe with a portfolio valued at $17 billion.
She provides oversight of the Air Force’s Information Technology portfolio, including the Information Technology investment strategy from networks to cloud computing, Enterprise policies, information resources management, IT innovation initiatives, information assurance, and related matters for the Department of the Air Force.
CEO at Colt Technology Services
Appointed CEO in May 2020, Keri is responsible for executing Colt’s strategy, which centres around transforming the way the world works through the power of connectivity. Before becoming CEO, Keri was Colt’s Chief Commercial Officer (CCO), leading global teams across sales, presales and marketing. Passionate about promoting Inclusion and Diversity, she also leads Colt’s Diversity Council to ensure Colt is a business where everyone feels they can bring their true selves to work. We look forward to hearing her insights.
Order now to make the most of our early-bird offer. Ticket prices increase over 50% soon! For tickets and information, head over to our event site.