Perspective
5 minute read
Future of banking
To be successful, the bank of the future will need to embrace emerging technology, remain flexible to adopt evolving business models, and put customers at the center of every strategy. Learn how we can help you transform boldly.
Adapting for the future
The future of banking will look very different from today. Faced with changing consumer expectations, emerging technologies, and new business models, banks will need to start putting strategies in place now to help them prepare for banking in 2030. Explore eight key trends below that are changing the banking landscape.
CyFi (cyber risk and financial crime)
The financial crime ecosystem is evolving as criminals adopt new and innovative ways to commit crime. Additionally, regulators continue to tighten the compliance regime and toughen criminal penalties. Traditional and siloed prevention methods are no longer protecting consumers from complex and sophisticated financial crimes, and this reputational damage can severely compromise financial institutions.
Financial institutions need to embrace advanced technologies such as analytics and artificial intelligence to improve threat visibility and detect fraud effectively.
Data integrity and analytics
It is said that data is power. Although data is plentiful, it’s often not easily accessible, clean enough, or integrated. And opening up customer transaction data to third parties is likely to have profound effects on traditional retail banking, requiring organisations to make strategic choices around business-model impacts and customer retention.
Digital and emerging technologies
New technologies are drastically changing the banking and capital markets industry in the front, middle, and back office. AI and automation are proving to be valuable in ways we never thought possible. Blockchain has led to innovation across the business and will continue to do so. Cloud is changing the industry and has implications we have not experienced.
Companies are trying to understand these technologies, see where and how they can be used, and how they may work with legacy technologies which are in place already.
Related insights:
Cloud banking: More than just a CIO conversation
Embracing and becoming digital
Digital transformation might be the buzzword of the day, but for banks it can be a critical imperative to succeed in a changing business environment. While many banks are experimenting with digital, most have yet to make consistent, sustained, and bold moves toward thorough, technology-enabled transformation. Technology will continue to be the driver of business growth and central to delivering a wide range of services through strong customer experience.
Enterprise agility
The accelerated pace of technology innovation is giving rise to new business models at an even faster speed. Today’s competitive advantage doesn’t come from being big, but from being fast and nimble and that should hold true in 2030. Banks need to embrace change and harness the power of digital forces to innovate in smaller, bolder cycles.
Future of work
What will the future work and workforce look like? Financial institutions are embracing new technologies and investing heavily in digital transformation initiatives. Automation and artificial intelligence are replacing human thinking and urging institutions to revisit their talent landscape and the skills required to stay ahead of the curve. Additionally, trends such as the gig economy and crowdsourcing are changing the way work is done.
How can institutions successfully integrate the digital and human workforce? How will they change their operating models to remain relevant? How can institutions retain and grow talent in this ever-changing environment?
Leveraging platforms and monetising data
How can banks offer clients what they need, when they need it, in a way they want to receive it? Institutions are looking at ways to improve customer experience, and as we head toward 2030 the issue is becoming more difficult to solve. Data is power. How can firms use data to optimise their products and services, and sell in a way that customers want?
Banks will need to decide how they want to utilise platforms and the data behind them, in order to grow.
Orchestrating across the ecosystem
The financial services ecosystem is growing. Regulators, fintechs, big techs, banks and others will need to work together as we move towards 2030. Each offers skills and services which others will need to serve customers. The importance of a deliberate ecosystem strategy and the effective orchestration will be critical.
Firms will need to select how and where to partner. But how can one embed and operationalise optionality and flexibility into their strategy?
The time for transformation is now
How can you drive bold transformation in your organisation over the next 10 years? Learn how our holistic, integrated solutions can help you address the challenges and maximise the opportunities of the next-generation bank.
Digital Transformation
Deloitte’s Global Financial Services Digital Transformation leader, Michael Tang, shares insights about open banking, and the impact it has on consumers and the financial services business models.
Get in touch
Anna Celner
Deloitte - United Kingdom
Anna is the Global Banking & Capital Markets Practice Leader for DTTL, Deloitte Global Firm, with the responsibility for setting and executing the global banking strategy. In this role, she leads strategic client portfolio, go-to-market strategy, and the coordination of Deloitte’s global network to help banking clients address their strategic priorities and respond to regulatory, technology, and growth challenges. Anna is also responsible for managing the global relationships of the Swiss firm and bringing the power of Deloitte’s global expertise and insights to Swiss clients. She is a Vice Chairman of Deloitte UK and the Global Lead Client Service Partner for a major Financial Services organization. She has been a member of the Swiss Executive team since 2010 and has over 25 years of experience serving global financial services institutions in Europe and the US.
View Profile
Did you find this useful?
Yes
No
Thanks for your feedback
If you would like to help improve Deloitte.com further, please complete a 3-minute survey
Your feedback is important to us
To tell us what you think, pleaseupdate your settings to accept analytics and performance cookies
Update analytics and performance
Need help updating cookies?
