Digital Transformation in European Private Banking

• Cognizant Reports
cognizant reports | april 2015
Digital Transformation in
European Private Banking
To create a distinctive customer experience, improve risk monitoring
and regulatory compliance, and generate new operating efficiencies,
European private banks need to double-down on digital technologies.

cognizant reports 2
Executive Summary
European private banks are battling reduced profits
and the unraveling of bank-client confidentiality,
which has long been the backbone of offshore
private banking. Several factors — including a wave
of regulations following the global financial crisis,
customers’ flagging trust in banking institutions
and an increased demand for transparency — are
forcing banks to invest in rewiring their back-end
systems to improve data management, analytics
and reporting.
Changing behaviors among customers are
additional game-changers for European private
banks, including the rise of tech-savvy, connected
millennials, rapid adoption of digital technologies
and demand for new kinds of services. A further
challenge is posed by the rise of new competi-
tors from outside the traditional banking sector
that provide lower cost, transparent and tailored
services powered by digital technologies, such as
social, mobile, analytics and the cloud (i.e., the
SMAC Stack™).
In this new digital era, European private banks must
transform in order to innovate, deliver a mean-
ingful customer experience and sharpen their
competitive edge. By incorporating the SMAC Stack
into their business and technology models, banks
can be better equipped to offer a strong customer
experience that meets client expectations for
simplicity and convenience. Advisors, for example,
can be more productive and interact with
customers anytime and anywhere, across multiple
channels. Digital tools and automation can also
improve risk monitoring and compliance.
Banks embarking on a digital transformation
must also focus on gaining complete knowledge
about customers by leveraging what we call a
Code Halo™ — the digital information surrounding
customers, organizations and devices. In addition
to harvesting the insights that can be gleaned
from this invaluable information, banks must also
improve data security, manage organizational
change and address their legacy infrastructures.
A Period of Transition
The European private banking industry has yet
to recover from the 2008–2009 financial cri-
sis, even as its counterparts in North America
and Asia have returned to profitability. Industry
profits in 2013 were roughly 20% less than pre-
crisis levels1
and continue to be affected by lower
interest rates and increasing regulatory costs.
Profit margins in 2013 were 25 basis points of
assets under management, a far cry from the
35 basis points in 2007. Revenues per dollar of
assets are 18% lower than pre-crisis levels.2
Moreover, the financial crisis diminished client
trust, causing many customers to demand
transparency on fees and investment decisions.
Competition is also heating up as new entrants
use digital technologies to provide low-cost,
on-demand advisory services. A summary of
forces shaping the European private banking
industry includes the following:
Disappearing Protection for Bank Secrecy
With international pressure mounting in the
aftermath of the global financial crisis, many
countries, including the tax havens in Europe,
agreed to implement the Foreign Account Tax
ComplianceAct(FATCA)andanewglobalstandard
on automatic information exchange, which entails
sharing account details with the depositor’s
country, starting in 2017. This agreement ends
bank secrecy in countries such as Switzerland,
Luxembourg and Liechtenstein, removing the
competitive advantage these nations have
enjoyed in attracting offshore wealth. Further,
Swiss private banks face numerous tax-evasion
probes, and some institutions have been fined by
the U.S., with the country’s oldest bank, Wegelin &
Co., closing its doors permanently.
As a result of these changes, private banks will no
longer be able to charge their clients a premium
for their services. They will also incur costs to
ensure their customers are tax-compliant in their
home country, and will need to improve their IT
infrastructure to comply with new legislation.3
Evolving Regulations
European regulations have increased opera-
tional costs for private banks, and the average
cost of customer management has risen by 20%
to 30%.4
Under the Retail Distribution Review
(RDR), wealth managers in the UK are prohibited
from taking commissions from product provid-
ers and are required to disclose the cost of pro-
viding advice upfront. Meanwhile, many clients
are turning to less expensive online advisory
services. For instance, Nutmeg, an online invest-
ment firm, charges 0.6% per year (including VAT
and trading costs) for a range of managed port-
folios, compared with the 7.5% per year charges
typical of many large private banks, according to
Numis Securities.5
The Netherlands has banned

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indebtedness, and is on a slower growth trajectory
compared with the U.S. and Asia, its strong wealth
fundamentals are prompting many big banks
to expand their footprint in Europe, posing a
significant threat to domestic players.11
The rise of robo-advisors is casting another shadow
over the European private banking industry.
Software-driven, automated advisory services
are offered to clients at lower fees. Firms such as
Vaamo and Nutmeg are luring clients by offering
personalized portfolio management, periodic
reviews and innovative tools to monitor investment
performance in real time. Although the main target
is younger clients with smaller portfolios who are
early in their wealth accumulation phase, clients
with bigger portfolios are beginning to offer some
portion of their assets to these firms (see Figure 1).
Additionally, younger and more tech-savvy clients
often continue to work with these firms even
after they accumulate wealth. The global assets
under management (AuM) of the robo-advisor
services are expected to grow from $14 billion to
$255 billion between year-end 2014 and 2019,
according to MyPrivateBanking Research.12
Some private banking firms in the UK that focus
solely on the ultra-high net worth (UHNW)
retrocession payments6
since January 2014; more
countries are expected to follow suit, forcing wealth
managers to reduce the cost of providing advice
and search for alternative sources of income.
A bigger challenge lies in complying with MiFID II
(Markets in Financial Instruments Directive),
which requires banks to regularly disclose to their
clients all costs and charges, such as transaction
costs, custody and research costs, performance
fees and exit charges, along with the impact of
costs on returns.7
Set to kick in by January 2017,
MiFID II is expected to cost the European financial
sector billions of euros8
in transaction monitor-
ing, telephone recordings, overhauling the IT
infrastructure to manage large amounts of trans-
action data, etc. By prohibiting wealth managers
from receiving inducements, MiFID II is expected
to cut private banking profits annually by 20% to
25% across Europe, according to McKinsey.9
Increasing Competition
In 2013, European private wealth exceeded its
pre-crisis peak, reaching an all-time high of
€56 trillion, and is expected to reach €79 trillion
by 2019, which is attracting big banks in the U.S.,
Canada and South America, according to a
Julius Baer report.10
Though Europe is battling
a prolonged economic crisis and sovereign

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segment are moving down the ladder to focus on
the high net worth (HNW) segment, which is wit-
nessing asset inflow from emerging economies.13
However, big banks, when serving the lower strata,
are not effective at personalizing their offers.
Another worrying trend for the big firms is HNW
individuals’ increasing reluctance to do business
with big banks. In a recent study, the majority of
270 UK millionaires surveyed (those with at least
£1m in liquid assets) said they preferred to not
work with large organizations, particularly if it
meant dealing with a wide range of people, many
of whom they might only speak with once.14
Rising Costs; Falling Advisor Revenues
The cost-to-income ratio of European banks’
wealth management increased from 62.8% to
80.6% between 2008 and 2013, primarily due
to higher legal, compliance and risk manage-
ment costs, according to Scorpio Consultancy.15
During the 2010–2013 timeframe, meanwhile, net
new assets per relationship manager (RM) by
European onshore institutions were among the
lowest in the world, at $4.9 million per RM vs.
the global average of $7.3 million, according to a
BCG report.16
Further, the payout as percentage of
revenue for RMs decreased from 18% to 16%, the
report said.
Advisor productivity is also impacted by grow-
ing regulatory requirements. In fact, about 70%
of UK wealth managers’ time is consumed with
compliance activities.17
Digital technologies such
as mobile devices with interactive apps and
video chats can improve advisor productivity by
shortening turnaround times, easing compliance
and improving their ability to deliver better
customer service while reducing costs.
Changing Customer Landscape
Following the global economic crisis, custom-
ers now demand better performance and more
transparency on fees, products and investment
decisions made by wealth managers.18
Clients hold
more cash in deposits and are investing directly in
private equity and real estate.19
As baby boomers age, private banks are now
targeting the next generation of customers, who
represent a significant opportunity, with nearly
50% of current wealth expected to be trans-
ferred to this segment in the next 20 to 30
years, according to the European Central Bank.20
In addition to the heirs of existing clients, this
group includes entrepreneurs who are digitally-
savvy, independent, risk-taking, knowledgeable
about investments and more self-directed than
their predecessors. They are accustomed to the
highly personalized services offered by compa-
nies such as Apple, Google, Amazon, Starbucks,
etc., and they expect similar services from other
industries and prefer organizations that offer
high-quality service on-demand.
In addition to millennials, wealthy customers are
generally ahead of private banks in terms of their
level of digital adoption. Affluent Europeans have
used mobile devices longer than non-affluent indi-
viduals, with close to 70%
of millionnaires 40 years
old and younger accessing
their portfolios remotely in
2013, according to Financial
Times.21
Wealthy customers
in Europe are expected to
increase their digital media
use for communicating with
their financial providers
by 2017 (see Figure 2, next
page), according to Scorpio
Partnership.22
Globally, more than 80%
of the affluent use apps
or mobile Web sites for
financial transactions and
information. About 96% of
affluent and HNW Chinese
bank customers use mobile technology for
financial matters, followed by the U.S. (74%) and
Germany (71%), according to MyPrivateBanking
Research.23
Affluent and HNW clients in the UK,
France and Germany are ahead of the U.S. in terms
of technology-friendliness, the firm says. While
clients continue to prefer in-person service
with wealth managers for complex issues such
as wealth transfers, philanthropy, etc., digital
channels are fast replacing human contact for
most transactions.
Wealthy Europeans are highly social, with 43%
using social networking sites several times a
day.24
These customers expect banks to provide
personalized services, such as online access to
their accounts, real-time portfolio performance
and reporting, and service across multiple
touchpoints.
In Europe – where
customers still value
the highly personal
touch for complex
transactions but want
the convenience of
digital interactions for
routine transactions
and reporting – the
key will continue to be
balancing a traditional
approach with
digital enablement
technology.

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Winning in such conditions requires private banks
to take the following actions:
• Provide seamless support to a wide range
of customers, from older generations, to the
self-driven, digitally-savvy neo-rich.
• Offer customer advice consistently across
channels.
• Support more customers without a dip in
service quality even as margin pressures loom.
The Digital Advantage
Digital technologies can help private banks secure
customer loyalty and compete effectively. Some
large private banks offer basic online services
and mobile apps to carry out simple transactions
and share market news and information with
clients, and are planning to grow their digital
offerings. However, a majority of institutions —
for instance Swiss banks — have yet to take serious
steps due to factors such as declining profits,
lower IT budgets, the cost of complying with new
regulations and increased tax probes.
Private banks that leverage digital technologies
such as the SMAC Stack and the Internet of Things
stand to gain significantly by simplifying service
across communication channels, empowering
customers and employees, improving compliance
and monitoring, and increasing transparency, as
witnessed by organizations in other industries.
However, in Europe — where customers still value
thehighlypersonaltouchforcomplextransactions
but want the convenience of digital interactions
for routine transactions and reporting — the
key will continue to be balancing a traditional
approach with digital enablement technology.
Enhancing Customer Service
Private banking is all about creating a differenti-
ated customer experience. However, a survey of
425 wealthy European customers revealed dissat-
isfaction with wealth managers’ ability to deliver
on aftercare, such as providing concierge services
and offering invitations to financial and lifestyle
events and loyalty schemes, according to a report
by SEI, NPG Wealth Management and Scorpio
Partnership (see Figure 3, next page).25
Rising Use of Digital Communications
Figure 2
Response base: 3,477 with an average wealth of about $1.9 million
Source: Scorpio Partnership
How long do you currently spend with the following communications approaches?
E-mail 56% 41% 33%
36% 24% 20%
40% 19% 19%
46% 31% 30%
47% 23% 22%
28% 17% 16%
SMS 40% 25% 19%
44% 19% 19%
VOIP (Skype) 33% 19% 28%
Asia Pacific Americas Europe
Meeting
Face-to-Face
Telephone
Calls
Secure Web
Portal
Social
Networking
Written
Instant
Messaging
4.9
hours
4.5
hours
3.9
hours
3.5
hours
3.2
hours
3.0
hours
3.0
hours
2.6
hours
1.9
hours
Percentage planning to use
“much more” in five years’ time
Current
weekly usage

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For an industry driven by high-touch and high-
quality service, digital solutions will provide new
ways to engage with customers and deliver a
highly personalized, seamless and integrated
experience. These technologies can reduce
response time, facilitate on-demand service,
and provide real-time investment information
and reports in a digestible format for custom-
ers. For instance, Citi Private in View platform
provides customers with all the details of their
portfolio and allows them to drill down to better
understand portfolio performance, notifications
and the latest research. It also offers a single
point of contact to interact with bank reps and
secure cloud storage for personal and account
documents.26
Private banks are expanding their concierge
services and lifestyle management menus for
UHNW clients. Digital technologies can help
deliverthoseserviceseffectivelytocustomersand
add new types of services. For instance, Barclays
developed a digital platform to provide curated
experiences in lifestyle areas such as travel, arts
and culture. By analyzing what customers choose
and how they interact with these experiences, the
bank can better understand client preferences
and associate those needs and desires with
relevant offers.27
Digital leaders such as Amazon, Apple and Google
can provide banks with insights into simplified,
effective customer service. For instance, Amazon
allows its Kindle Fire HDX customers to connect
and video-chat with a call-center executive at any
time by simply clicking a button.28
Social media
can also be used to create exclusive networks
for clients based on their interests, ambitions
and social status, enabling banks to engage with
multiple customers in a meaningful way.
Empowering Clients
With HNW clients increasingly becoming self-
directed, European private banks can compete
effectively with online firms by offering online
trading platforms on the device of their choice,
along with on-demand customer support via chat,
call centers, etc.
For traditional clients, banks can provide self-
service tools for simple transactions, such as
money transfer, account opening, and planning
and simulation tools for decision-making. Quick
and simplified access to information on invest-
ment performance with timely alerts can go a
long way toward building client trust, as would
on-demand access to real-time account status on
a mobile device, along with supporting research
and market data and an option to chat live with
an advisor.

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Improving Advisor Productivity
Digital tools can provide advisors with complete,
real-time information about customer investment
performance, markets, etc., allowing them
to respond to customers even when they are
on the move. Customers increasingly want to
substantiate the financial information provided
to them. Advisors can conduct a quick video chat
to respond to customer queries and offer more
information or share links immediately. Provid-
ing advisors with complete information about a
customer’s relationship history with the bank
allows them to offer more tailored recommenda-
tions based on the client’s goals.
By analyzing vast amounts of customer data, such
as profiles and investment choices, private banks
can create templates for high-quality advice that
can be customized for new clients with similar
preferences. Banks can also use social media
platforms such as Facebook and LinkedIn to
create exclusive groups, enabling them to deliver
meaningful customer engagement and attract
new customers. Additionally, banks can listen to
and analyze social media activity and responses
to posts to ascertain customer sentiment about
new products and their investment needs,
which can be valuable input for new products or
services. Using analytics, banks can harness
customer Code Halos to identify customer
segments that offer potential growth, discover
cross-sell and upsell opportunities, and develop
and test investment ideas and strategies.29
A further productivity boost can be gained by
digitally scanning documents, updating client
information with back-end systems and embrac-
ing document management. All of these moves
can reduce administrative burdens and free up
time that can be used to acquire new clients and
serve existing clients better.
In order to attract and retain independent
financial advisors (IFAs), Swiss private banks —
which manage about 14%30
of the total AUM in
Switzerland — must provide dedicated IT platforms
to support their client work, as well as online
business platforms to share ideas and opinions,
identify new business opportunities, connect with
experts, etc. According to a 2014 survey that we
conducted with IDC, roughly 35% of small private
banks and 75% of IFAs and family offices in
Switzerland and Luxembourg do not use their
custodian bank infrastructure and perform most
of their processes manually (see Figure 4). One
of the major reasons cited is the lack of multi-
custodian support from big banks, which results
in data aggregation challenges.

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Improving Compliance
A more strict and continuously evolving global
regulatory environment requires banks to be
more cautious about cross-border transactions
and tax laws to avoid hefty fines and damage
to their reputation. Digital technologies can
help banks by providing a real-time view of risk
exposure, as well as timely alerts. Advisors’ tablets
can be equipped with risk management tools to
check and report on potential risk and compliance
issues early in a transaction, which saves time and
reduces risk for customers, advisors and banks.
Similarly, customers can be given tools that allow
them to assess their risk, and automatically alert
advisors to deviations. Such a setup can prevent
violations during portfolio construction, trade
execution, etc.
Increasing Transparency
To increase transparency, banks need to improve
their reporting and communications on fees,
investment decisions and products. However, few
banks are making an effort to provide such infor-
mation. For instance, bank fees differ for port-
folio management services, making it difficult
for customers to understand the charges. With
regulations such as MiFID II coming into effect
in the next few years, private banks must strive
for greater transparency in their fee structures.
As digital banks allow customers to compare fees
and provide other tools that promote transpar-
ency, customers will be empowered with tools
that calculate total costs (divided into advisory
fee, transaction charges, service charge, etc.)
based on their service requirements, which will
result in heightened trust.
Banks can also offer customers apps that allow
them to better understand their portfolios by
comparing them with the market, their peers’ port-
folios and portfolios created by otheradvisors.31
Key Considerations
Digitization is not a one-time effort or invest-
ment but rather a long journey toward creating
a better way to interact and transact with clients.
Achieving this transformation requires private
banks to better understand their clients by lever-
aging Code Halos, revamping the existing IT
infrastructure to support new technologies,
managing change, and improving data security
and customer privacy.
Leveraging Code Halo thinking
Offering individualized services and providing a
richer experience requires a deeper understand-
ing of customers. Private banks can leverage the
data surrounding customers, organizations and
devices to gain deeper insights about customers
through their digital behaviors. By using advanced
and predictive analytics, banks can harness
Code Halos to learn more about pros-
pects and customers in terms of their finan-
cial goals, needs (based on their life stage),
tastes, interests, etc., as well as discover
new correlations and business opportunities.
These insights can be used to better target
prospects, as well as cross-sell and upsell to
Quick Take
mBank’s Digital Technology Innovation
European private banks are still in the very early stages of digital transformation; however, some of their
retail counterparts — such as Poland’s mBank — have been at the forefront of adopting new technologies
to deliver superior customer service.
mBank started in November 2000 as an online retail bank. In 2012, when mobile technology was catching
on with customers, the bank overhauled its back-end systems to offer customers the latest digital
services and mobile capabilities, optimized for multiple devices and operating systems. The bank’s
transactional architecture is on par with the top online retailers; for instance, customers can transfer
money using SMS and Facebook, and experts are available 24x7 to help customers through video chat
or voice. The bank’s mobile installment loan process is automated, and money is transferred to customer
accounts within minutes of providing customer details and credit scores. The bank’s personal finance
management tools offer budget management and provide a complete spending history, along with
forecasts that are enhanced with graphics.32

cognizant reports 9
existing customers. For instance, customers
announcing a major life event such as the birth
of a child or their marriage on a social net-
working site can be approached with a suitable
product, making the interaction more meaningful.
(To learn more, read the book, “Code Halos: How
the Digital Lives of People, Things, and Organiza-
tions are Changing the Rules of Business.”)
Change Management
Because digital transformation impacts multiple
functions in the organization, it requires strong
support from senior management. Organiza-
tional cultures need to change, extending beyond
advising and managing wealth to empowering
customers. It also requires changes in the bank’s
governance structure to suit the new operating
environment, such as the creation of new roles to
lead the transformation and an altered reporting
structure across the bank.
Security
As customer interactions increasingly take place
over digital channels, banks need to take extra
measures to protect cus-
tomer, employee and other
business data against
theft, loss and cyberat-
tacks. Multi-layered secu-
rity, strict data security
standards, advanced ana-
lytics and threat intelli-
gence systems can ensure
data privacy and security.
Banks should continuously
upgrade their security sys-
tems and prepare contin-
gency plans while educat-
ing clients about potential
fraud and cybersecurity.
Private banks can take a
cue from the airline industry, which has balanced
its need for high security with advancements
in the digital customer experience, resulting in
enhanced customer service without affecting
passenger safety.33
Revamping IT Infrastructure
Most banks still rely on legacy technologies that
require manual intervention and do not fully
support new Web services that enable delivery of
real-time information to customers and advisors.
Further, fragmented data infrastructures and
poor data management practices create data
inconsistency and inaccuracy, which prevents
banks from meeting regulatory mandates and
customer demands for transparency.
In order to reap the full benefits of digitization,
banks should focus on automation and overhaul-
ing their technology infrastructure. Building an
integrated, robust, scalable infrastructure will
create new efficiencies, reduce maintenance
costs and improve organizational flexibility,
enabling private banks to fully realize the prom-
ise of digital.
Although banks can choose to replace multiple
core systems with a universal solution, this
approach will involve time, effort, risk and
substantial investment. By working with vendors
that provide modular and componentized core
banking solutions, banks can cost-effectively
replace systems based on their business needs
and budgetary constraints. Another approach
is to use middleware to reduce integration
challenges and improve connectivity between
core systems and new applications. A good
example is Credit Suisse, which built a new digi-
tal organization in three to six months with the
help of technology firms.34
(For more insight,
read our white paper “Digital Banking: Enhanc-
ing Customer Experience; Generating Long-Term
Loyalty.”)
Looking Ahead: The Digital Journey
Private banks embarking on a digital transforma-
tion can incorporate the following approaches for
a smoother transition:
• Have a strong vision concerning what the
digital organization will look like following
the transformation. This requires an under-
standing of customer and organizational
expectations and assessing future technology
needs.
• Involve employees and share the vision
with them.
• Learn from new digital entrants and other
industries (see sidebar, previous page). By
studying and emulating what others have
done outside the financial industry with digital
technologies, private banks can gain signifi-
cant advantage over new competitors.
Advisors’ tablets can
be equipped with
risk management
tools to check and
report on potential
risk and compliance
issues early in a
transaction, which
saves time and
reduces risk for
customers, advisors
and banks.

cognizant reports 10
Footnotes
1
“The Future of European Wealth Management: Imperatives for Success,” J.P. Morgan Asset Manage-
ment and Oliver Wyman, November 2014,
http://www.oliverwyman.com/content/dam/oliver-wyman/global/en/2015/jan/The_Future_of_Euro-
pean_Wealth_Management.pdf.
2
Steve Johnson, “European Private Banks Struggle to Regain Traction,” Financial Times, Nov. 2, 2014,
http://www.ft.com/intl/cms/s/0/93b724b4-604f-11e4-88d1-00144feabdc0.html#axzz3PLFWrpcf.
3
James Shotter, “Switzerland's Private Banks Come to Terms With Past,” Financial Times, June 9, 2014,
http://www.ft.com/intl/cms/s/0/479f9220-ea78-11e3-8dde-00144feabdc0.html.
4
“The Complexities of Private Banking and Wealth Management,” International Banker, Jan, 15, 2014,
http://internationalbanker.com/banking/complexities-private-banking-wealth-management/.
5
Emma Dunkley, “Online Wealth Managers Invade Private Banks’ Territory,”FinancialTimes, Oct. 13, 2014,
http://www.ft.com/cms/s/0/89e0a09c-4fc3-11e4-908e-00144feab7de.html#axzz3PSE6xD1i.
6
Retrocession fee is the amount paid by asset managers to the distributors, usually from the client’s
money without notifying the client.
7
“New EU Rules Force Wealth Firms to Disclose All Underlying Costs,” Citywire, Jan. 16, 2015,
http://citywire.co.uk/wealth-manager/news/new-eu-rules-force-wealth-firms-to-disclose-all-underly-
ing-costs/a793207?ref=wealth-manager-most-popular-list.
8
“Why MiFID II is Europe’s Latest Regulatory Headache,” World Finance, Aug. 29, 2014,
http://www.worldfinance.com/wealth-management/why-mifid-ii-is-europes-latest-regulatory-headache.
9
Steve Johnson, “European Private Banks Struggle to Regain Traction,” Financial Times, Nov. 2, 2014,
http://www.ft.com/intl/cms/s/0/93b724b4-604f-11e4-88d1-00144feabdc0.html#axzz3OdB9HVCy.
10
“Wealth Report: Europe,” The Julius Baer Group, September 2014,
https://www.juliusbaer.com/files/user_upload/your-private-bank/investment-excellence/research/
european-wealth-report/documents/Wealth_Report_Europe.pdf.
11
Daniel Schafer, “Rising Wealth in Europe Attracts Rivals From the Americas,” Financial Times,
Nov. 23, 2014,
http://www.ft.com/cms/s/0/ae716994-561e-11e4-93b3-00144feab7de.html#axzz3LIlKZmOk.
12
“Assets Managed by Robo-Advisors Will Skyrocket to $255 billion within Five Years,”
My PrivateBanking Research, 2014,
http://www.myprivatebanking.com/article/robo-advisors-report-2014.
• Deploy a dedicated team with a chief digital
officer to oversee transformation efforts, with
the CIO as the lead or co-lead.
• Transform in phases by starting with small
customer segments before embarking on a full
roll-out.
• Focus on a simplified and distinctive cus-
tomer experience rather than offering a
hodgepodge of tools and platforms.
• Learn from customer usage and seek their
feedback regularly to refine and offer tailored
digital services.
Note: Code Halo™ is a pending trademark of Cognizant Technology Solutions.

13
“Professional Wealth Management: Gazing into The Future of Wealth Management,” WealthX.com,
March 18, 2014,
http://www.wealthx.com/articles/2014/professional-wealth-management-gazing-into-the-future-of-
wealth-management/.
14
“Breaking the Wealth Taboo: Making Succession a Success,” Coutts, July 2013,
http://www.coutts.com/files/pdfs/reports-and-publications/wealth_succession_report.pdf.
15
Daniel Schafer, “Crisis Fallout: Margins Suffer as Rich Hoard Their Cash,” Financial Times,
May 7, 2013,
http://www.ft.com/intl/cms/s/0/8d4840b6-9d39-11e2-a8db-00144feabdc0.html#axzz3OdB9HVCy.
16
“Global Wealth: Riding a Wave of Growth,” The Boston Consultancy Group, June 2014,
http://static.pulso.cl/20140609/1955712.pdf.
17
18
“Tackling Transparency,” Scorpio Partnership & SEI, Oct. 23, 2014,
http://www.scorpiopartnership.com/knowledge/report/tackling-transparency-wealth-management/.
19
20
Ibid.
21
22
“Futurewealth Report 2012-13: Stepping into the Communication Age,” Scorpio Partnership, 2013,
https://www.seic.com/ScorpioPartnership.FuturewealthPT2.USversion_Final-web.pdf.
23
“Wealthy Shifting Financial Matters to Mobile Channels - Chinese HNWI Digital Winners Worldwide,”
MyPrivateBanking Research, Nov. 25, 2014,
http://www.myprivatebanking.com/article/global-survey-of-mobile-disruption-
in-wealth-management-2014.
24
“EMS Europe 2014 Briefing,” Ipsos, June 11, 2014,
http://ems.synovate.nl/PDF/Ipsos%20EMS%20Europe%202014%20Briefing%20presentation.pdf.
25
“2014 Futurewealth Report Part 3: Enhancing the Customer Service Curriculum,” Scorpio
Partnership, Aug. 20, 2014,
http://www.seic.com/enUS/banks/13892.htm.
26
“Citi to Launch New Private-bank Client Technology,” Euromoney, Feb. 21, 2014,
http://www.euromoney.com/Article/3311782/Citi-to-launch-new-private-bank-client-technology.html.
27
“8 of the Best Perks Private Banks are Offering to Win Clients,” Citywire, July 18, 2014,
http://citywire.co.uk/wealth-manager/news/8-of-the-best-perks-private-banks-are-offering-to-win-
clients/a762618.

References
• Matthew Allen, “Generation Y Challenges Private Banking DNA,” Swissinfo, Oct. 20, 2014,
http://www.swissinfo.ch/eng/generation-y-challenges-private-banking-dna/41057076.
• “Destination Europe: Alluring for Investment Banks? - Analyst Blog,” Nasdaq, Nov. 24, 2014,
http://www.nasdaq.com/article/destination-europe-alluring-for-investment-banks-analyst-
blog-cm416787.
• “End of Bank Secrecy in Europe. What Happens Next?” Alliance Business Advisors, 2014,
http://alliance-dubai.net/our-services/dubai-business-news-newsletter/newsletter-december-2014/
end-of-bank-secrecy-in-europe-what-happens-next/.
• George Westerman, “Leading Digital Transformation,” TechCrunch, Nov. 21, 2014,
http://techcrunch.com/2014/11/21/leading-digital-transformation/.
• “Insights from a Mobile Banking Innovator,” The Financial Brand, June 9, 2014,
http://thefinancialbrand.com/40287/mbank-mobile-banking-innovation/.
• “Global Wealth Management Outlook 2014–15: New Strategies for a Changing Industry,” Strategy &
PWC, 2014,
http://www.strategyand.pwc.com/media/file/Strategyand_Taking-Wealth-Management-Digital.pdf.
28
“Amazon Building 24/7/365 Video Tech Support into Kindle Fires,” Gizmodo, Oct. 25, 2013,
http://gizmodo.com/amazon-building-24-7-365-video-tech-support-into-kindle-1381717261.
29
“Big Data in Wealth Management: The Search for Customer Insight,” Celent, January 2014,
https://site.teradata.com/Microsite/Big-Data-Wealth-Management/Download/1d5b1e941490969acdf9
bca9787bd7b206ac176dc68c138df48d6a71e40ce63da510eaa6bd314190.pdf.img.ashx.
30
“Swiss Independent Wealth Managers: Challenges & Opportunities Ahead,” WealthBriefing and
Coutts, Sept. 15, 2014,
http://lpgroup.ch/pdf/Coutts_IWM_Report_2014.pdf.
31
“Enhancing Portfolio Transparency & Understanding,” Hubbis, Oct. 31, 2014,
http://www.hubbis.com/articles/pdf/1414993462.pdf.
32
“mBank: The World’s First Mobile Social Bank Within a Bank,” Financial Services Club Blog,
June 19, 2013,
http://thefinanser.co.uk/fsclub/2013/06/mbank-the-worlds-first-mobile-social-bank-
within-a-bank.html.
33
“The Rise of the Digital Bank,” McKinsey & Company, June 2014,
http://www.mckinsey.com/insights/business_technology/the_rise_of_the_digital_bank.
34
“Digital Revolution in Private Banking,” Professional Wealth Management, Dec. 9, 2014,
http://www.pwmnet.com/Wealth-Management/Private-Banking/Digital-revolution-in-private-banking.

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Credits
Author and Analyst
Vinaya Kumar Mylavarapu, Senior Researcher, Cognizant Research Center
Subject Matter Experts
Ashwin Krishnan, Associate Director of Projects, Cognizant Business Consulting’s Banking &
Financial Services Practice
Sanjay Bhanot, Vice President, Cognizant Banking & Financial Services Business Unit
Design
Harleen Bhatia, Design Team Lead
Meenakshisundaram T, Designer

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