1、THE DAWN OF BANKING IN THE POST- DIGITAL ERA Accenture Banking Technology Vision 2019 2BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA FIVE TECHNOLOGY TRENDS USHERING BANKS, ONCE AGAIN, INTO A NEW WORLD Good technology disappears. Without us being aware, it can create scaffolding that

2、 both supports us in making better decisions and protects us (from ourselves and external threats). Although we dont have self-driving cars yet, we do have adaptive cruise control, blind spot monitors, voice-controlled entertainment systems, lane departure sensors and heads-up displays that make dri

3、ving easier and safer than ever before. In the same way that good automotive technology improves the driving experience without intruding, banking innovation is becoming increasingly invisible. Mobile and online banking have become the dominant ways of interacting with banks in markets such as South

4、east Asia, where traditional branch- based banking never had a chance to really take hold. Consider that 74 percent of Thailands internet users access banking services over mobile devices, versus a global rate of just 41 percent.1 We can, therefore, begin to make the argument that, despite all the t

5、alk of digital transformation, bankinglike the rest of the worldis entering a post-digital age where the priorities of the last few years are fast becoming the table stakes of the future. 3BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA FAST, AND GETTING FASTER Of the 784 bank busines

6、s and IT executives from nearly 30 countries polled in our global Technology Vision 2019 survey, 96 percent said that new technologies have accelerated their pace of innovation over the past three years (Figure 1). Somewhat surprisingly, this is higher than other disrupted industries such as travel

7、and media. It indicates that banking is starting to see an acceleration in disruption that may create material changes in the industry structure. For the four percent of banking executives who dont see innovation accelerating in their business, the only conclusion we can draw is that they were eithe

8、r ahead of the game three years ago or will struggle to remain competitive in the future. Figure 1. Technologys impact on the pace of banking change Digging a little deeper into our survey data, 73 percent of banking executives believe that social, mobile, analytics, and cloud (SMAC) technologies ha

9、ve created extensive or transformational change over the past five years. Among the industry sectors covered by our Tech Vision, only software and platform players saw SMAC having a larger transformational impact (41 percent versus 29 percent in banking). It might be a sign that banking is indeed be

10、coming big on IT players. Eighty-two percent of banking executives also agreed that SMAC has moved beyond the adoption phase to become a core technology for their organizations. At the other end of the spectrum, the public service industry was least likely to have experienced transformational change

11、 (19 percent), which may not surprise anyone who has lost a morning waiting to renew their driving license. Once again, our Tech Vision identified five cross-industry trends that we think will be important over the next few years. This report interprets what those trends could mean for the banking i

12、ndustry. How have emerging technologies changed the pace of innovation in your organization over the past three years? Significantly accelerated Global n = 6672 Banking n = 7844% 6% 49% 45% 47% 49% Accelerated Stayed the same Slowed GlobalBanking CONTENTS Trend 1: DARQ Power: Appreciate the potentia

13、l to reshape banking 5 Trend 2: Get to Know Me: Tap digital identities to re-establish customer intimacy 9 Trend 3: Human+ Worker: Catch up the bank to employees digital maturity 13 Trend 4: Secure and Protect Everyone: Embrace interconnectivity while improving cyber resilience 17 Trend 5: Always-on

14、 Banking: Uncover discrete moments of opportunity in real time 23 How Prepared is Your Bank? 27 References 28 Survey Population and Methodology 29 TREND 1 DARQ POWER Appreciate the potential to reshape banking Distributed ledger technology (DLT), artificial intelligence (AI), extended reality (XR) a

15、nd quantum computingor “DARQ” (Figure 2) are four technologies that have the potential to reshape the banking industry. Individually, they are powerful weapons in the fight for competitive advantage, but as with many new technologies, it is their combined effect that could be truly revolutionary. Fi

16、gure 2. DARQ: The next set of technologies banks will need to master DISTRIBUTED LEDGERS Distributed ledgers will expand networks by eliminating the need for trusted parties ARTIFICIAL INTELLIGENCE (AI) AI already plays a role in optimizing processes and influencing strategic decision-making EXTENDE

17、D REALITY (XR) Extended reality and immersive technologies creates entirely new ways for people to experience and engage with the world around them QUANTUM Quantum technology will usher in novel ways to approach and solve the hardest computational problems 6BANKING TECHNOLOGY VISION 2019 BANKING IN

18、THE POST-DIGITAL ERA Trend 1 DARQ POWER We asked bank executives to rank which DARQ technology would have the greatest impact on their organization over the next three years. It wasnt surprising that AI ranked number one at 47 percent, well ahead of other industries, such as aerospace and defense (3

19、3 percent), travel (33 percent), downstream oil and gas (30 percent) and retail (37 percent). It was a little surprising that quantum computing ranked higher than DLT in DARQs potential impact on banking (Figure 3). Perhaps as early adopters of DLT, bankers are already feeling a little jaded about i

20、t. This was the reverse of the public service, travel, utilities and transportation industries where executives still place a much higher emphasis on DLT than quantum. Given the often-ephemeral nature of financial services transactions, it wasnt surprising that XR is viewed as the least impactful of

21、 the DARQ quartet in banking. Ninety percent of banks are already experimenting with one of more DARQ technologies. AI is leading with 43 percent adoption across a wide variety of use cases, ranging from credit decisioning to customer service chatbots. With AI-augmented operations, a bank can expect

22、 cost savings of between 20 and 25 percent.2 The AI adoption rate is slightly higher among insurers at 48 percent, and markedly higher in the healthcare payor sector at 61 percent, where fraud detection is a leading use case. In banking, DLT adoption is only marginally behind AI at 41 percent. For e

23、xample, the Depository Trust Banking n = 784 17% 47% 15%19% 32% 26% 21% 22% 26% 14% 20% 16% 14% 24% 29% 27% Second greatest impact Greatest impact Distributed Ledgers/ Blockchain Artificial Intelligence Extended Reality Quantum Computing Fourth greatest impact Third greatest impact 7BANKING TECHNOLO

24、GY VISION 2019 BANKING IN THE POST-DIGITAL ERA Trend 1 DARQ POWER 8BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA KEY DECISION POINTS Determine where DARQ can help enable always-on, instant banking. Finding the right tool for the job is just as important as sharpening those tools. Th

25、e data suggests that AI is now a general-purpose tool, with 100 percent adoption by key business processes a realistic goal. DLT, XR and quantum computing should be used more selectively to streamline processes and increase efficiency, and each should now be in production implementation somewhere in

26、 most banks. A banks DARQ capabilities should be a mix of buy and build, driven by resource availability, security concerns and collaboration requirements. Public cloud is going to make many of the basic functional components widely available, but orchestration should be more proprietary, as that is

27、 what will drive competitive advantage. What is your vision for DARQ? Where do you start in deploying DARQ? Should a bank build or buy DARQ technologies? 1 2 3 Trend 1 DARQ POWER TREND 2 GET TO KNOW ME Tap digital identities to re-establish customer intimacy in banking Its ironic that a primary use

28、case for new technology is recapturing the customer intimacy of the typical 1950s small town bank branch by truly getting to know customers needs, likes, habits, behaviors and unique quirks. The ability to observe, catalogue, analyze and interpret the actions of bank customers (while also respecting

29、 their privacy) allows the design and delivery of rich, individualized experiences that will build customer loyalty in the post-digital age. Sometimes, the value added will be in protection, such as flagging credit card fraud in real time or predicting that a customer will go overdrawn and automatic

30、ally rescheduling a bill payment date. In other situations, banks will delight customers by helping them optimize their spending, giving them preferred access to better deals and nudging their behaviors in ways that create better long-term financial health. Eighty-five percent of banking executives

31、believe that digital demographics will give their organization new ways to identify unmet customer needs. Eighty percent also report that digital demographics will expand the ways they deliver products and services (Figure 4). Rather than simply relying on traditional segmentation parameters such as

32、 age, wealth, location and gender, 83 percent of banking executives believe that consumers digital demographics are a more powerful way to understand customer needs. To serve unbanked students in India, lending platform SlicePay runs “credit” checks by examining applicants use of technology, includi

33、ng their posting behavior on social media.5 Using more than 10,000 data points, SlicePay builds applicant profiles that replace traditional financial histories and provide better access to credit for the financially excluded. Given access to enough data, financial services firms are finding that dat

34、a points, like whether you regularly upgrade your phone to the latest version of the operating software, can be an important predictor of future credit quality. It turns out that if you let the little red notification sit on your phone for weeks without acting on it, you may do the same with the red

35、 letter that drops through your letter box, telling you that you are behind on your car loan payments. Figure 4. Digital demographics are expanding the number of ways banks deliver products and services Global n = 6672; Banking n = 784 23% 25% 2% 2% 1% 1% 52% 55% Global 1 - Extensively 22% 18% 2 - S

36、ignificantly 3 - Moderately 4 - Somewhat 5 - Not at all Banking To what extent is consumer digital demographic information expanding the number of ways your organization delivers products and services to your customer base? (i.e., number of digital devices and channels, and consumers attitudes and p

37、references for interacting with your organization)? 10BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA Trend 2 GET TO KNOW ME Digital demographics plus new flexible product configuration capabilities are getting banks much closer to the fabled “segment of one”, where products and servi

38、ces are tailored to the individual in real time. Whether its recommending an annual travel pass to save money versus daily commuter tickets (and then providing the loan to buy that pass) or suggesting the preferred way to pay at checkout to maximize reward points, customers should feel that the bank

39、 is on their side, helping them lead better financial lives. Truly getting to know customers also increases the protection that banks can offer those customers. For a long time KYC has been a compliance headache, but in the future, comprehensive customer knowledge will displace the need for rules-ba

40、sed compliance box checking procedures. When you truly know someone, its a lot harder to be deceived by imposters and crooks. Bankers understand that truly knowing your customers means managing ever more data. Nearly 30 percent of banking executives expect an exponential increase in the amount of di

41、gital demographic data their organization will manage over the next two years (Figure 5). This isnt a banking- specific issue. Other sectors expect the same, for example healthcare (55 percent), software and platforms (39 percent) and media (37 percent). Figure 5. Bank executives expect the amount o

42、f data to increase about consumers digital demographics over the next two years Customer intimacy also means meeting the customer where they are and adapting services to how they want to interact. Its what SoftBank, Synchronoss Technologies and TBCASoft6 did when they realized that existing banking

43、apps needed high-speed wireless access, which meant that not all customers had consistent access to mobile payments. To solve this problem, they built a blockchain platform to create transparent accounting across mobile carriers and a proof of concept that allows payments using SMS or RCStwo text me

44、ssaging standards that operate reliably on 3G networks. This technical solution makes an important piece of banking functionality available to all customers, not just those who can afford a high-speed wireless connection. Technology can help banks re-establish customer intimacy by allowing them to f

45、ully understand their customer needs and behaviors and then deliver rich, seamless experiences that both delight and protect those customers. The same applies to corporates; after all, corporates are a sum of individuals. Global n = 6672; Banking n = 784 26% 27% 3% 2% 0% 0% 52% 56% Global 1 - Extens

46、ively 19% 15% 2 - Significantly 3 - Moderately 4 - Somewhat 5 - Not at all Banking How do you expect the amount of data your organization manages about consumers digital demographics to change over the next two years? 11BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA Trend 2 GET TO KN

47、OW ME 12BANKING TECHNOLOGY VISION 2019 BANKING IN THE POST-DIGITAL ERA KEY DECISION POINTS Create a “data intelligence” function that draws on data management, data science and cybersecurity tools to verify data from its origin through its full life cycle, scrutinizes how it is used to make decision

48、s and ensures that it is safely and securely stored. Create an individualized view of consumers that draws on all available sources of both external and internal data. From that 360-degree view, understand why, when and how your customers use and get value from banking services. Use that insight to

49、ensure that every new product or service you create is tuned to meet highly personalized needs and that customers feel that the bank truly understands them and is proactively supporting them in their financial lives. How can you prepare your bank to incorporate and manage the expected exponential increase in digital demographic data? How will you optimize your use of increasing data, tapping into customer technology histories to build and evolve your understanding of individual customers? 1 2 Trend 2 GET TO KN