There are still several challenges in front of bankers’ eyes. The future commercial banks may also face five major challenges in the construction of the financial scene ecology.
One, strict risk segregation of financial and non-financial.
Two, the balance between prudence in the protection of financial consumer rights and the convenience of non-financial services.
Three, attention to technology risks, benchmarking Internet companies to improve the competitiveness of technology iteration.
Four, the characteristic assessment system of commercial banks in the digital era.
Fifth, maintain strategic determination to promote industry transformation with the construction of financial scene ecology.
Take challenge one as an example, the “junction” between finance and non-finance is a violent collision of prudence and openness, stability and inclusiveness, making the business intersection a possible trigger point for risk. This requires commercial banks to focus on their main business, clarify the boundaries, ensure that the relevant innovative business in the construction of the financial scene ecology is in line with regulatory requirements, strictly define the boundaries of the responsibilities of each participant, and at the same time maximize the protection of the relatively consistent service experience of customers.
The fourth challenge is that the old assessment system is hardly compatible with the digital era and the booming financial scenes, and cannot fully meet the operational needs of financial scenes realized through big data modeling, data reach and intelligent push in the digital era. For example, the original calculation method of “one-to-one correspondence” of branch performance can no longer be used for acquiring and living customers through financial scenes online, and new customers appear to be “unattributable” or “cross-regional attribution The situation of “no attribution” or “cross-regional attribution”.
Later, the emergence of marketing QR codes to a certain extent improved the performance measurement problem, but for customers is a business to scan multiple QR codes, the service experience dropped sharply.
Do a good financial scene, the bank’s IT construction and organizational structure should be how to support?
If the financial scenario construction problem mentioned earlier is compared to learning different sports, the level of the project has its own level, then the bank’s IT construction is like a person’s physical quality and coordination ability, learning the sport of “fast and slow” from this.
Commercial banks’ financial scenario construction, a major reason for the limitation is that the overall speed of technology iteration and innovation is slower than that of Internet companies.
Fast innovation, high efficiency, and fast technology iteration means a rapid response to market demand, high tolerance for risk, and the courage to try characteristics. Once a market opportunity is identified, the first consideration is how to seize the market through innovation, and to set up a high risk tolerance and rapid compensation mechanism for this purpose. This is difficult to accept in the eyes of commercial banks that always put compliance in the first place.
In order to catch up with the speed of technology iteration of Internet companies, commercial banks should not simply benchmark in terms of time and speed, but should focus on the original intention of establishing financial scenarios and study and judge their own business characteristics, and then make high-quality catch-up.
Service to the real economy is the vocation of the financial industry, the current digital transformation of the financial industry is in full swing, the system construction is accelerating, precisely to better serve the real economy. The construction of financial scenes, which are ever-changing, will ultimately fall on serving the real economy and practicing the strategy of financial inclusion. The attitude of banks towards the construction of financial scenarios is often a reflection of their digital transformation strategies and tactics, behind which commercial banks still focus on customer needs, create the ultimate experience, and return to the essence of financial services from a “one-stop” service.
How can the future leaders of commercial banks face the wave of digital technology-driven industrial change, adhere to the original intention of serving the real economy, join the scene construction business with an open and inclusive attitude, and make every effort to build a “finance+” scene ecosystem? Their answers are worthy of anticipation and appreciation in this digital transformation test of banks.