On August 27th, the Agile Organization and Open Banking Seminar on Digital Transformation for Banks, jointly organized by the NetFund Alliance and Xinwang Bank, was held in Chengdu, where senior practitioners from more than 40 banks across China discussed the theme of "Agile Organization and Open Banking". In response to the common problems of financial institutions at the "crossroads" of digital transformation, industry veterans and transformation pathfinders at the front line of transformation responded to these problems one by one in the context of their own banking practices.
The key to solving financial problems lies outside of finance
The key to solving financial problems lies outside of finance. "The key to solving financial problems lies not in finance itself but outside of it." In response to the proposition of the digital transformation of the banking industry, the moderator of the seminar, Li Xiusheng, Vice President and CIO of Xinnet Bank, threw out this viewpoint, which was recognized by the guests on the spot. He started from the practice case of Xinwang Bank, explaining that, "If we follow the standard practice of commercial banks to set up outlets, issue bank cards, and use outlets as the center of customer acquisition and service, it is very difficult for newly established banks to stand out." The new network bank to "technology bank", from the path of technology to solve financial problems, in a sense, this is a "Wei to save Zhao" strategy.
Whether it is technology or finance, wind control is the core. In the keynote sharing session, Mr. Xu Zhihua, Vice President and Chief Risk Officer of Xinwang Bank, shared his views on the application of Xinwang Bank's big data and financial technology in financial risk control. He believes that the use of big data can not only rely on compliance data packages, but also the use of digital technology to create "something out of nothing" big data, the use of machine learning and other technologies, to generate the big data needed for risk control.
Big data to support the transformation of the business online, but with many mainstream platforms are flocking to the line after the governance of multiple **** debt has become a digital transformation of a "must answer". On the way to transformation, the new network bank is also focusing on promoting the multi-party security computing based on big data risk control *** build **** enjoyment platform, in the absence of any third-party participation and does not expose the customer specific in the case of which bank to apply for loans, to identify the customer whether there are multiple applications, with digital thinking to break down the data barriers, to solve the current problem of the industry **** debt.
Various fronts are driving side by side Multi-point layout in the deep water of transformation
For a long time, the digital transformation technology has been focusing on the business production link, how does the internal audit link change? Wang Penghu, deputy general manager of the Audit Department of CITIC Bank, pointed out in the sharing of the digital transformation of internal audit, whether it is the channel, business, risk control, or customer service, internal audit, all have to change in the context of information technology.
"People think that auditing is all about picking faults based on empirical judgment." Wang Penghu believes that the audit of the increasing degree of digitization, the previous audit is more concentrated in the front-end, but now slowly shifted to the strategic executive level; the previous audit is sampling, now the audit is the full amount of data analysis; the previous audit is after the fact, now has covered the fact in the aftermath of the event before all the links; the previous audit is the experience, and now it is the experience plus data analysis.
The value curve of auditing is getting bigger and bigger with the change of time, scope, and goal, because the goal of audit transformation has to be oriented to the development strategy of the enterprise, and to meet the expectations of the various stakeholders of the enterprise in the strategic goals and strategy execution.
As with technology transformation, even more advanced technology, or the need for people to use, the transformation process, the audit team emphasizes the digital audit capabilities, the new audit talent needs to the application of data, data analysis, modeling, these artificial intelligence and big data technology to be mastered, to adapt to the needs of the internal audit transformation.
Open ecology to exploit strengths and avoid weaknesses Customer experience is always the core
The digital transformation of the bank is a whole chain of behavior, from the product to the service, the risk control, and then to the operation, the audit, the transformation of each link will be a very big change in the bank's operation. Li Xiusheng pointed out in the discussion session, talk about transformation must talk about "open banking" "This year, people do not mention much, but do not mention is not that this topic is outdated, this is because it has been deep into the genes and practices of each bank."
In the open ecosystem, the first concern of the guests was nothing more than the need for the retail sector to build its own scene or integrate the scene or into the scene?
Kou Guan, General Manager of the Information Technology Department of CITIC Bank, believes that the core of open banking is to solve the problem of "reach", and whether it is feasible to reach through self-built scenes? Kou Guan believes that the bank to build non-financial scenes is not a strong point, and into the scene, in the scene of others to do financial and many restrictions. "Originally payment was the best reach point to integrate into the scene, but this advantage has been occupied by Alipay and WeChat." Therefore, the solution to the reach problem is still to take the strategy of pulling finance by non-financial means, and organizing non-financial resources through finance. For example, many foreign banks began to call financial services "my money", mainly refers to the transfer, payment, financial management, slowly evolved to "my life", this service to life as the main line. A foreign bank, engaged in a life event, summarized the life of the eight important life events, from graduation to marriage, through the event set the corresponding financial products.
Zhou Yonghua, general manager of Huaxia Bank's network finance department, believes that for customers, finance is a necessity but also a low-frequency word, the necessity of self-built scenarios is not large, and the probability of success is not high, and the positioning of banks in the future will return to the beginning, and the scenario selection will ultimately return to its own positioning.
Tao Jiang, president of Minsheng Bank Yinchuan Branch, said bluntly in his speech that the industry has long believed that the strongest demand for open banking is the "small bank", but the logic of the future is not necessarily so, only to open up to **** win, the need for banks to interoperate with each other, interoperability of information, credit, and to stand in the customer experience point of view to consider the issue. The customer experience point of view to consider the problem.
"Scene financial aspects, is still in the trying stage, such as the second and third tier of the tourism scene, do some small-scale education scene." As a representative of city commercial banks, Hua Yu, general manager of the network finance department of Chouzhou Bank, said in the discussion session that as a regional commercial bank, the current open banking strategy is still two ways to go, one is the online open cooperation, and the second is the offline digital transformation.
Agile Organization Preempts Digital Transformation
Participants agreed that both open banking and digital risk control, both technology-driven and customer value, are ultimately the key to the success of the company. The first step in the process is to create an agile organization that can respond quickly to the needs of the customer. The digital transformation is "fast and furious", and speed is always the ultimate weapon to get ahead. However, some guests believe that the agile organization may not be a simple concept or a practice, it will be different for different organizations at different stages of development and different management models.
From a practical standpoint, Kou Guan shared a case study of agile adaptation in a large team. "Getting the team to adapt to IT metrics, the final measure of the solution is to change around the appropriate metrics through agile value-driven." Agile self-driven is an autonomous way to empower them to the maximum, turning them into a full-volume team, making them accountable to the entire business area, and the assessment is also based on business satisfaction, delivery satisfaction and growth satisfaction, for an all-encompassing assessment, which tightly bundles IT's work and business value.
Taking the head of the net red as an example, the general manager of the solution center of the financial technology company Yi Cheng Interactive Peng Oar Chau in his speech, a successful net red, behind a team of four or five hundred people to promote the digital way to drive the digital-driven approach to infusion, to do traffic screening, selecting products, selecting guests, to do the live broadcasting program, the live broadcasting of the mid-field for the digital review, for real-time iteration, this is a very agile and nimble organization. Banks also need such an agile organization, around the customer with a digital way to drive.