1. Title with Picture
Layout
Subtitle
The Future of
Banking
Digital Transformation Proposal

2. • FINTECH startup companies in
April 2015 = 800+ registered
• FINTECH startup companies in
December 2015 = 2000+ registered
• Since 2014 these Financial –
technology companies have taken
over more than 43% of the
payments’ revenue globally.
• FINTECH recently cut more than
63% of the retail segment’s
products’ revenue globally.
• FINTECH focusing on the most
profitable products
• Quickly growing their market
share in other segments.
FINTECH IS HERE TO “EAT OUR LUNCH” –
AND THEY ARE HERE TO STAY!!!

3. TIME IS UP – THE GROWTH IS DRAMATIC
• Although the global
penetration of Fintech
startup investments looks
concentrated to the US, we
must forget about
geographical matters. The
internet has no borders.
The big and powerful
disruptors are already here.

4. FINTECH STRENGTH VS. BANKING WEAKNESSES –
SELF ASSESSMENT

5. CUSTOMER & PARTNER ECOSYSTEMS ARE MERGING
CHANGE TO CREATE A WIN-WIN ENVIRONMENT!!!
• FINTECH companies are
usually flying below the
regulatory radar = ease of
burocracy
• Cloud based interconnected
data, IoT and enabled
technology serves Fintech
• Platformification is a solution
for banks not to loose more
business
• Leverage knowledge and
features
• Use it or loose it
• Customize and personalize and
empower ultimate reach

6. Challenges of Transformation
• Physical Instruments
• Over-regulated processes and legacy
systems
• Traditional organization and business
models
• Capability of Change Management
• Dedicated, empowered and enabled
talent
• Time
• New type of competition

7. Barbara Biro

8. SETUP THE NEW COMPETITIVE WAYS OF BANKING
0
1
2
3
4
5
6
STAGES OF BUILDING DIGITAL BANKING BUSINESS
Even just 1 stage ahead, your business will generate more return
GO PAPERLESS PROVIDE OPTICHANNEL EXPERIENCE
BUILD DIGITAL BRAND TO DRIVE DIGITAL TRAFFIC BE PLATFORM BE PARTNER
- Optimize processes
- Improve Alternate
Channels
- Restructure Staff
- Use Predictive
Anaytics
- Design business
for channel users
- Plan leveraged
customer journey
- Bank in the Bank
- End to End
Digital
- Separate Team
- New portfolio
- New Market
Strategy
- Cost effective
aggregation of
successful
Fintech offers
- Own or Partner
Fintech

9. Transformation practice of traditional banks
Customer Experience vs. Innovation flow
Alternate
Distribution
Channels
•Online Channels
•Mobile Channel
•E-Commerce
•ATM Channel
Physical
Distribution
Network
•Branches & Digital
Touchpoints
•Transaction
automation of
Physical
Instruments
Direct Banking
Channel & Call
Center
•Depending on
interpersonal
communication or
automated message
Technology
•Innovations rolled
out through each
channel and
towards each
department
•Communication
only exists on the
highest levels
staff
Barbara Biro

10. Are you ready for TRANSFORMATION?
Transformation of 1 thing = chain reaction
made and confirmed by the Top
Management
• Ready to change the
• Understood that the risk is
even for the next decade
• Determined and stations of
the journey, defined Customer Experience
• Allocated and rationalized
• Evaluated and prepared ,
communicated the objectives, confirmed
the resources and the vendor need
• You have provided internal omni-channel
to avoid silo obstacles
Barbara Biro

11. Working Transformation Models
Barbara Biro

12. To Do List of Digital Transformation
to implement all over the Channels
– Focus on Migration to be able to focus on business and consultancy.
– Enhance staff awareness first of all. Revisit charges, implement negative or positive incentivization.
– Focus on simplicity, functionality and automation, increase social and online reach and
automated touchpoint availability, Kiosks/ATMs
– Built in paperless options and more lead capture, interconnected with Mobile Platform. Fully functional and automated,
seamless banking. Minimizing manual entry by data auto-population. Face to Face interaction concentrated on consultancy and business. Align banking with customers’
regular activity within the community.
• Launch end to end and personalized transparent, simple and fare fee structure
– Multifunctional employees, empowered with paperless automation.
– predictive analytics, cross-department and cross-system communication and dataflow, integrate all channels with core
system for customer recognition through cloud based communication, administration input reduction and paperless flow.
• Integrate Call Center in each Distribution Channel –
– Redesign security to simplify processes, focus on mobile and ATM.
in each Channel and customer touchpoint.
• Provide to be able to used by anybody to see their
Barbara Biro

13. Opti-Channel Distribution Process and Innovation Flow
Technology
Standardized &
Branded Customer
Experience
Marketing
Barbara Biro
Increased usage of Social
Media, and Product/Cross
Sales Personalization
Predictive Analytics,
Partner Platform
integration, Enabling
cloud communication,
Customer portfolio
aggregation

14. OMNI - Channel
• Disable silo operations
• Interconnect and leverage distribution channels
• Enable lead capture and generation
• Cross department knowledge and ‘R’KYC management
• Optimize processes, front end and back end
• Optimize Human Resources
• Optimize collaboration and workflow
• Integrate Video Chat on internal and external platforms
• Standardize and brand each UI based on the one corporate
message
• Simplify user access and content management
OPTI – Channel
+ Predictive Big Data Analytics, to know the next step of the
customers
+ Personalize the offers and the products based on
predictive data
Barbara Biro
Introduction of Opti – Channel Experience
Know what I
WILL want and
need

15. Filter innovations by added value
What we
would like to
do
What is
available
on the
market
What is
doable by
technology
Barbara Biro

16. Rise or Shine – The Copy Cat effect
Barbara Biro

17. Old-School Customer Journey
Driving to
the branch.
Waiting for
submission
Submitting
request &
service
Getting
token
from
the
CRO.
Filling
out
paper
Forms
Barbara Biro

18. Customer Journey Transformation
Mobile
Service
Request
Confirmation
of submission
and offer of
branch
appointment
if required
Service:
electronic
approval or
Branch
Customer
Service
Filling out
electronic
forms Auto-
population of
EID info to
minimize
manual entry
Electronic
Submissio
n
Barbara Biro

19. Automated Branch Unit Model
• The enlarged Automated area and the Customer Service area 1:1
• ATM Lobby equipped with self service cheque and card
managing kiosk, and Virtual Banking facility.
• No Teller area, the Super Service Desks empowered with mini
cheque scanner for withdrawals, TCR, modern ATM and Online
Banking Customer UI for service requests and product
applications. Card reader built in for KYC data capture and form
auto-population. GO PAPERLESS.
• Customer Service Area is designed to provide consultancy and
electronic banking assistance. Instant printed or emailed
personalized Product Info and Calculations. No pre-printed
material. Lead capture integrated.
• Digital Content designed for engagement and cross-selling
functionality.
• Each form processed online, no maker checker needed. Office
space can be offered for Business Banking Customers.
Barbara Biro

20. Consolidate Roles of Front End Employees - Empower Super Service Desks with
Automation
Focus on Migration/Adoption
TCR
Mini Bulk
Cheque, ID &
Card Scanners
Online
Banking UI
Barbara Biro
Remove/Restructure physical transaction
and process related employees
Need of
resources, able
to work on
Adoption,
Digital
Product, and
Experience
independently
from
traditional
model

21. SimplifyProcessesbyNewTechnologyforAuthentication
andVerification
Wearables –
Simplified Access and
KYC
ID Cards/Driving License Biometrics
• Instant customer
recognition
• KYC
• Basic records auto-
population in
forms
Barbara Biro

22. A purpose-built machine that can process business transactions in personalized and integrated manner thru
integration with Video Contact Center and Business Support Systems and Applications
Document Scanner Card Reader
Barcode Scanner
Document Deposit
Encrypted PIN Pad
Contactless Card Scanner
21” 16:9 Remote Expert
Video Screen
Speakers
ID Card Scanner/Reader
Phone Handset
19” Application Touch
Screen
Laser Printer
Thermal Receipt Printer
Fingerprint Scanner
Three Cameras (Still, Video, and Surveillance)
Digital Pen
Automate for broader and remote expansion
Virtual resources for Physical Instruments and Customer Service
Barbara Biro

23. Fully Automated Branch – Pop ups
Cheque Printer
Card Printer
Cheque Deposit
ATM
Barbara Biro

24. Business Alignments
1. Blend banking in daily routine
2. Do not limit your services and expect
customers to deal with it without
solution – focus on functional
automation
3. Implement multifunctional employees
4. Go Paperless even on the back end
5. Optimize manual entry
6. Embed engagement and minimize
cross selling Barbara Biro

25. Transformation Project Phases
0
1
2
3
4
5
6
STAGES OF BUILDING DIGITAL BANKING BUSINESS
GO PAPERLESS PROVIDE OPTICHANNEL EXPERIENCE
BUILD DIGITAL BRAND TO DRIVE DIGITAL TRAFFIC BE PLATFORM BE PARTNER
- Analyze Processes,
Alternate Channels and
Business Model
- Identify necessary
functionality, UI and CX
Development
- Introduce Optimal
Technology Solution
- Introduce required
Knowledge
Management
- Introduce
Predictive
Analytic Solutions
- Plan Customer
Journey
4-5 months 5-6 months 10-12 months8-9 months
- Introduce New
Business Model
- Introduce Brand
- Introduce Digital
Portfolio
- Propose the
dedicated team
- Identify Target via
Proposed Market
Strategy
• Introduction of
Potential Fintech
Partners
• Introduction of
Aggregated Platform
and Market Strategy

26. THANK YOU!