roe and digital transformation pdf

Roe and digital transformation pdf

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China Responds, Mostly Succeeds, and Is Poised for Further Success

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The 5 Digital Transformation Identities of Financial Services Organizations

1. Grow beyond your core into relevant ecosystems

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According to this report, the digital transformation market is expected to grow at a CAGR of Furthermore, untapped opportunities to increase sales efficiency, enterprises demand streamlining business process, and to take advantage of market dynamics are also contributing to the growth of the global digital transformation market. The study also evaluates industry competitors and analyses the market at a country level.

China Responds, Mostly Succeeds, and Is Poised for Further Success

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Despite the headlines about digital disruption in financial services, big banks are actually holding their own. Globally, financial-services revenues have grown 4 percent annually over the past ten years thanks largely to growth in emerging markets , and fintech start-ups and large tech companies have so far captured only tiny slivers of market share. Even banks that would like to be more aggressive find it difficult to know exactly what to do. Large banks—like many incumbents—have been inundated with new technologies and business opportunities, leaving them confused about where to focus and dissipating their resources.

Most big banks have the tools and advantages to push the boundaries of their existing business models. What hampers their progress is uncertainty about how best to build on core strengths to create sustainable outcomes. Banks have long relied on making customers aware of relevant products as a path to growth. In the past, that approach was about introducing other banking products. For example, a customer with a checking account would be encouraged to consider a personal line of credit, a home-improvement loan, or a bank credit card see inner circle of exhibit, labeled Core.

A narrow focus on core adjacencies ignores the broader role a bank can play on behalf of its customers. Ideabank and ING, for example, have extended into banking adjacencies see middle ring in exhibit by providing services like accounts-receivable management, factoring, accounting, and cash-flow analysis to small and medium enterprise SME customers. The fintech start-up Moven built a pioneering mobile money-management app and is now partnering with financial institutions to provide this service to retail customers.

Some banks have even gone farther and moved into nonbanking adjacencies see outer ring in exhibit. Post Bank, for example, has become the largest provider of mobile phone services in Italy. Other banks are partnering with care providers and health insurers to provide a consolidated billing platform that makes it easier for consumers to pay for medical expenses. Banks should consider this option if … they have significant market share in one or more core product areas.

Banks in this position may find it difficult to increase their share in existing segments. Moving into adjacencies—both banking and nonbanking—allows them to take advantage of their already strong franchises by offering new services to current customers.

Taking a page from some of the larger digital businesses, banks can offer a curated and vetted mix of internal and third-party offerings. This aggregation model provides customers with easy, one-stop access to financial products and the ability to address multiple financial needs through a single, integrated channel.

In the United Kingdom, for instance, 60 percent of auto-insurance policies are sold through aggregators. And Bank Bazaar in India, a pure-play financial supermarket with no proprietary offerings of its own, offers a full set of services from more than 50 institutions to more than 23 million customers. To build privileged relationships with customers, some financial supermarkets rely on recommendation engines, which use transaction, merchant, and customer data generated from the platform to provide personalized suggestions and offers.

This kind of helpful, concierge-style service can reduce the risk of disintermediation. Banks should consider this option if The former is often the case with investment products, for example, and the latter for property-and-casualty insurance. A supermarket approach can allow banks without a strong position in such areas to grow in these segments as a complement to their current offerings. For most consumers, working with a bank is just a means to an end: ensuring a secure retirement, growing a business, or buying a home, for example.

By attending only to the bank-related part of the overall journey, banks leave considerable value on the table. Banks can grow by engaging with consumers at other stages of their decision journey. For example, a bank might give advice to customers on how much to save for retirement or borrow for a home, or help them to determine the best rates and maturities for financial instruments.

The app also provides a mortgage calculator and other financial tools, plus the option to connect with local realtors. Peter Weill and Stephanie L. Engaging across buying journeys can allow banks in such a position to gain access to a larger pool of potential revenue and enrich the overall relationship with their customers. More than half of financial-services respondents in a recent McKinsey survey said their companies have begun monetizing data.

There are multiple ways to monetize data. The first is for a bank to use its internal data more effectively for its own operations by adding new analytics capabilities. Another is to create new offerings, such as reports or benchmark analytics, based on bank data. The system works in much the same way as websites that allow users to log in using their Facebook account—except in this case, Canadian government agencies provide access to online services when visitors enter their bank credentials.

Most banks have a rich set of exclusive information on their customers key demographic details, where they live, their lifestyle preferences. When used responsibly, with respect for regulatory constraints and privacy concerns, this bank data can be analyzed for insights valuable to companies in industries outside of financial services, such as telecom, retail, consumer goods, or automotive.

Bank-issued credit cards , for example, have access to data on both consumers and merchants, which can be sold to retailers. Banks should consider this option if … they already possess an information advantage over competitors—or if they have the prospect of creating an information advantage, or extending an existing one, via external investments or partnerships.

Many banks and fintechs are locked in a battle over the customer-facing front end. But large institutions can create significant value by leveraging back-end assets to create and provide products or services to smaller banks and other businesses.

The classic example of this kind of service is banks providing credit-card processing to retailers. In the evolving digital era, many new opportunities to offer services like this are emerging. As a start-up, Kabbage had a distinctive new capability but lacked capital and customer relationships. ING brought to the partnership its deep reservoir of capital and its existing relationships with prospective SME customers. Banks considering a factory plan, for example, should have enough tech talent particularly around APIs to be able to maintain appropriate levels of security while serving the given product or service to third parties.

In addition to opening up new revenue streams, this approach can also be a useful way for to banks to collect new data. By employing digital channels or novel business models, incumbent banks can enter new geographies or market segments that would be prohibitively expensive targets using traditional approaches.

ING Direct was the original digital attacker, starting as an exclusively online bank in and attracting more than 20 million customers in 9 countries over a little more than a decade, before spinning off several of its national subsidiaries in the late s. This approach is useful for exploring market opportunities, but it requires sufficient digital skills design, customer experience, analytics, etc. How should banks decide which unconventional growth opportunities to pursue? There is no one-size-fits-all answer.

That said, most such initiatives are small and typically need to be scaled up to take full advantage of opportunities large banks face. No matter which opportunities banks decide to pursue, they will need to commit to—and invest in—new digital capabilities in areas like design, innovation, data and analytics, personalization, and digital marketing. We have seen companies lose focus and dissipate energies by trying to do too much at once.

In our experience, the most effective route is to develop a clear view of which capabilities can deliver the most value quickly and power a broader digital transformation. The important thing is to get going, to act with a sense of urgency—like an attacker seeking growth, not merely a defender hoping to hold onto a legacy position.

Never miss an insight. We'll email you when new articles are published on this topic. Accept Use minimal essential cookies. Six digital growth strategies for banks. By Somesh Khanna and Heitor Martins. We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you.

Related Articles. Article PSD2: Taking advantage of open-banking disruption. Article - McKinsey Quarterly Competing in a world of digital ecosystems. Something went wrong. Please try again later.

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Bigger banks will have to accelerate their digital transformation to defend their turf; they Potential impact of digital banking on return on equity. Source: +​Reality_The+Coming+Waves+of+Robo+rnasystemsbiology.org a


The 5 Digital Transformation Identities of Financial Services Organizations

Where Do Nations Stand? Nation States Still Matter. Undesirable Scenarios.

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1. Grow beyond your core into relevant ecosystems

Falling rates are driving down returns. As digital adoption accelerates amid COVID, minimal investments and poor execution discipline could lead to a percent ROE gap vs digital leaders by , and banks missing estimates. Banks should act now to secure competitive success and shareholder returns. However, this success may not be a good guide for the future, and the ongoing COVID- 19 crisis has put the resilience of the banking sector to test. During the pandemic, we have observed revenues missing forecasts, increased scrutiny on operating expenses, higher cost of credit, and a greater strain on infrastructure across banks in Asia.

A multiple linear regression analysis with SPSS was used to test the proposed hypotheses such as the inverted U-shaped moderating effect of the cognitive conflict. In the Chinese context, DTS has a positive relationship on the short- and long-term financial performance. Moreover, this relationship was moderated by cognitive conflict such that the relationship between DTS and short-term financial performance could be further enhanced under the moderate cognitive conflict; however, the relationship between DTS and long-term financial performance was considerably influenced for higher cognitive conflict.

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Sustain Your Digital Momentum

Financial services business and IT leaders who focus on digital optimization are gradually improving and optimizing current business models, products, processes and customer experience, meaning the overall value propositions for each of these will not change. Almost half of global financial services organizations are still in a very early or even immature stage of their digital transformation journey. Digital business transformation introduces new business and IT capabilities that are the strategic foundation for a new, competitively robust, digital business model. To evaluate the state of digital change within the financial services industry, Gartner analysts studied how financial services organizations create value their approach to business models and IT strategies and the way they operate adoption of key emerging technologies and the organizational approaches to drive digital transformation. For example, Ohio National announced it would cease selling annuities to focus on other lines of life insurance. Kansas City Life bought competitors to grow its footprint in its local market and product lines. Other insurance enterprises might lack the business case or culture for major changes.

The global digital transformation market is expected to grow at a CAGR of Today, in the new digital society, digital co-creation, and digital transformation are becoming a dynamic business norm. The resulting transformations are routing in a new era of how companies track their operations to augment business strategies, provide a better outcome and engage with customers in the digital world. Furthermore, untapped opportunities to increase sales efficiency, enterprises demand streamlining business process, and to take advantage of market dynamics are also contributing to the growth of the global digital transformation market. However, the high cost of transformation and lack of infrastructure is the biggest hindrance for market growth. In the modern world, citizens now anticipate more personalized, connected experiences with the government owing to which the role of digital transformation becomes even more vital.

We use cookies essential for this site to function well. Please click "Accept" to help us improve its usefulness with additional cookies. Learn about our use of cookies, and collaboration with select social media and trusted analytics partners here Learn more about cookies, Opens in new tab. Despite the headlines about digital disruption in financial services, big banks are actually holding their own. Globally, financial-services revenues have grown 4 percent annually over the past ten years thanks largely to growth in emerging markets , and fintech start-ups and large tech companies have so far captured only tiny slivers of market share. Even banks that would like to be more aggressive find it difficult to know exactly what to do. Large banks—like many incumbents—have been inundated with new technologies and business opportunities, leaving them confused about where to focus and dissipating their resources.

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