Page 15 - index
P. 15
15
Moving forward: In planning for the future,
adopting “Banking we recommend banks:
2016—Next Generation • Define a shared vision on future
scenarios/opportunities involving the
Banking” capabilities entire management team. In doing
so, it’s essential to assess customer
The three “Banking 2016—Next Generation base and prospects to identify a
Banking” models are not final destinations common foundation for any decision
per se, but rather represent the higher • Define a “North Star” model in light
maturity levels of all the capabilities of the three defined business models.
they encompass. Each bank can develop A “North Star” model is defined by the
their identified capabilities differently, appropriate capability mix, and how it
but defining a clear strategy and affects appropriate investment choices
customer proposition are paramount.
• Ensure a dedicated focus on
Capability maturity levels can be different. “Doing the basics right”, creating
Banks can pursue their journeys toward a “war room” if appropriate
their chosen model by considering a
broad mix of potential capabilities, • Create a digital lab and foster a
each opting for the capabilities mix “test and learn” approach across
most appropriate to its business and social, mobile and digital services
operating model goals. They then need • Define an appropriate sourcing
to develop and build out their own strategy to scale and deliver
portfolio of capabilities to achieve them. required capabilities at speed
This journey will be based on: By following the “Banking 2016—Next
• Market Generation Banking” approach, banks
are better positioned to achieve their
• Strategy pursued
defined “North Star”, thereby increasing
• Available capabilities/current performance and competitiveness in the
capabilities maturity level near- and long-term. The money at stake
• Investment affordability is significant. With the right strategy and
level of commitment, banks in developed
markets stand to double their annual
revenue growth rates (i.e., from 4 percent
to 8-plus percent) and lower their costs
to serve by more than 20 percent. Given
the current global banking landscape
and the further changes and disruptions
on the horizon, banks that grasp and
execute these new business models and
principles are better equipped to survive
and thrive through 2016 and beyond.
Accenture Distribution and Marketing Services
Moving forward: In planning for the future,
adopting “Banking we recommend banks:
2016—Next Generation • Define a shared vision on future
scenarios/opportunities involving the
Banking” capabilities entire management team. In doing
so, it’s essential to assess customer
The three “Banking 2016—Next Generation base and prospects to identify a
Banking” models are not final destinations common foundation for any decision
per se, but rather represent the higher • Define a “North Star” model in light
maturity levels of all the capabilities of the three defined business models.
they encompass. Each bank can develop A “North Star” model is defined by the
their identified capabilities differently, appropriate capability mix, and how it
but defining a clear strategy and affects appropriate investment choices
customer proposition are paramount.
• Ensure a dedicated focus on
Capability maturity levels can be different. “Doing the basics right”, creating
Banks can pursue their journeys toward a “war room” if appropriate
their chosen model by considering a
broad mix of potential capabilities, • Create a digital lab and foster a
each opting for the capabilities mix “test and learn” approach across
most appropriate to its business and social, mobile and digital services
operating model goals. They then need • Define an appropriate sourcing
to develop and build out their own strategy to scale and deliver
portfolio of capabilities to achieve them. required capabilities at speed
This journey will be based on: By following the “Banking 2016—Next
• Market Generation Banking” approach, banks
are better positioned to achieve their
• Strategy pursued
defined “North Star”, thereby increasing
• Available capabilities/current performance and competitiveness in the
capabilities maturity level near- and long-term. The money at stake
• Investment affordability is significant. With the right strategy and
level of commitment, banks in developed
markets stand to double their annual
revenue growth rates (i.e., from 4 percent
to 8-plus percent) and lower their costs
to serve by more than 20 percent. Given
the current global banking landscape
and the further changes and disruptions
on the horizon, banks that grasp and
execute these new business models and
principles are better equipped to survive
and thrive through 2016 and beyond.
Accenture Distribution and Marketing Services
