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Will most people go back to purely in-person banking? No. But the demise of bank branches is greatly exaggerated - a recent Celent report says that 77% of customers want to be face-to-face for substantive discussions about their finances.
Read ISG’s whitepaper to learn how to reimagine your #branchstrategy for the future of banking.
There was recognition within the senior management of the CST of this investment bank that the current operating model and workforce distribution would not deliver the bank’s savings targets. It wanted a workforce strategy that would provide a “top down” view of overall workforce distribution by roles, capabilities, skillsets and location to inform a future state which could then be implemented. There were multiple drivers for this work:
ISG adopted our proven 3-phase approach to develop the strategy. We commenced with data collection and a collaborative engagement with key stakeholders, ensuring buy-in from the beginning and on an ongoing basis.
ISG analyzed workforce data through 3 lenses: (1) location, (2) services/activities and (3) technology. ISG was then able to play back insightful facts on the current-state assessment to the bank. We identified hot spots where there was shortage of skills and sub-optimal, resource-augmentation type sourcing arrangements at high-cost locations resulting in value leakage.
We adopted a bifurcated approach for differentiating and non-differentiating services. ISG also developed future-state scenarios that were supported by a business case and a firm recommendation to the steering committee. We delivered a roadmap and transition plan to the future operating model to enable effective strategy execution.
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Learn MoreThe banking industry has been experiencing major shifts globally, driven by emerging technologies, innovations triggered by the COVID-19-induced movement restrictions, changes in consumers’ preferences and behaviors, and the increasing regulations in the industry. The adoption of the net-zero approach and emerging enterprise-level risk management and compliance requirements are also driving banks to change their strategies and businessoperating models.
The banking platform industry is poised for an overhaul. Emerging technologies such as AI, machine learning, blockchain and others have revolutionized customer experience (CX) and brought banks closer to their customers. In a world severely impacted by the pandemic, contactless delivery, remote working and flattening hierarchies are becoming the new realities; banks have gearing up to deal with the challenge by leveraging technology platforms.
ISG sees several common trends across regions in the banking industry:
Read the global summary or check out our regional reports for specifics.
ISG identified 4 important areas of investment for banking executives:
Read ISG’s research report to learn the key trends and compare solutions in the BFS market.
Every expectation of the contact center got slammed by the pandemic– from staffing, security, infrastructure, training, shoring locations, providers/captives, channels, performance to workforce management. ISG’s Sandra Williams discusses how banking contact centers became prime examples of Darwin’s theory that only the one most responsive to change will survive.
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