借助智能銀行提升決策能力

1、Preparing for a volatile future03Elevate every decision with intelligent banking operations212Knowledge is powerThree ways to become future-readyThe choice to change24About the authors27Appendix28ContentsElevate every decision with intelligent banking operations3If there were ever a doubt about the

2、value of operational maturity, recent events have dispelled it.Most banks have always been committed to improving the efficiency of their operations, and their progress has been steady and incremental. For a long time, that was sufficient.More recently, rising client expectations and regulatory requ

3、irements, technology-driven innovations, and the advent of aggressive new competitors, have exposed that banks operational evolution is lagging behind other industries. Banks must become more agile and resilient to deal with the threats that tomorrow poseswhether they take the form of a resurgence o

4、f the pandemic,a financial crisis or a cyber-attack.Simultaneously, in a world where profit is being compressed by historically low interest rates, COVID-19 related credit losses, patchy economic recovery andfintech competition, banks must achieve higher levels of productivity and efficiency while c

5、apitalizing on new opportunities to increase business value.A power-boosting transformation strategy that injects intelligence and digital capabilities into their operations, across technology, process and people, is essentialfor banks to stay competitive. This will allow them to constantly scan the

6、ir landscape and respond decisively to whatever emerges.In short, their operational maturity will elevate their business decisions and outcomes and make them truly future-ready.Preparing for a volatile futureFigure 1.Price to book value ratioWhats the upside of being future-ready?Digitally-focused b

7、anks have benefited from market valuations that, on average, were 18% higher than less digitized peers in 2019, and 27% higher in2020 (Figure 1).1Digital focusedDigital activeThe rest20111.050.940.9920191.191.010.832020Elevate every decision with intelligent banking operations41.030.810.75Preparing

8、for a volatile futureNote: Values calculated as simple mean of 97 banks with P/BV data in all periods. Source: Accenture Research on S&P Capital IQ data.Preparing for a volatile future1.221.471.231.11Revenues as % of assetsCosts as % of assetsOperating profits as % of assets3.041.652.881.502.611.382

9、.851.352.621.282.341.271.061.8220112019Digital focused20112019Digital active20112019The restFigure 2.Operating profits as a % of assets 2011 and 2019In fact, over the last eight years, these banks have managed to reduce their costs more than those that have been slower to embark on their journey to

10、a digital operating model. Whats more, their revenue on assets has not only been greater but has shrunk less than that of their less-digitized peers.The cost improvement, combined with their revenue advantage, means that they have managed to increase operating income per dollar of assetjumping from1

11、.22 in 2011 to 1.47 in 2019(Figure 2).Elevate every decision with intelligent banking operations5OP. Income on Assets = Revenues on Assets minus Costs on Assets. Source: Accenture Research on S&P Capital IQ data.AI, cloud and blockchain enabledStableFoundationalEfficientAutomatedPredictiveInsights-d

12、rivenFuture-readyIntelligentHuman-only workforceMachines augment humans forselect processesMachines augment humans formajority of processesKnowledge workers focusing on judgment-based work.Agile workforce at scaleNon-standardized and fragmentedIndustry- and function- leading practices applied select

13、ivelyIndustry- and function- leading practices applied widelyEnd-to-end digitized and transformed processesSiloed or incompleteAggregated at the organization levelLeveraging analytics to drive data insightsAI at scale using diverse dataTalentProcessesDataTechnologyFoundational tools and technologies

14、Robotic automationwith workflow capabilitiesTransactional/IncrementalStrategic/Transformational*Accenture Research and Oxford Economics Intelligent Operations Survey, 2020 Accenture experience shows that additional productivity and efficiency gains up to 50% can be seen in organizations displaying f

15、uture-ready characteristics.Profitability gains = 5.8pp* Efficiency gains = 18.8%*Transformational valueAdvanced data scienceFigure 3.The four levels of operational maturityElevate every decision with intelligent banking operations6With all of these benefits, are more banks moving to a digital opera

16、ting model?In a recent study2, we found that while operating model maturity is advancing among organizations in all industries, banks are progressing slower than most. Our researchand experience reveal four levels of operational maturity: stable, efficient, predictiveand future-ready3. Each level is

17、 grounded in andenabled by progressively more sophisticated technology, talent, processes and data insights (Figure 3).Preparing for a volatile futureOrganizations that achieve a high level of maturity become “future- ready.” They are fully focused on digital transformation (i.e. Digital focused) an

18、d gain the agility and resilience needed to thrive amid uncertainty. They alsoprobably as a resultrealize higher market valuations and derive more profit from their assets.Across the 13 industries we surveyed, banks on average are less operationally mature than most other organizations. Today, 6% of

19、 banks say they have reached the threshold of future-ready operations and 57% say they have evolved to predictive operations. Three years ago, no banks identified as future-ready and only 14% describedtheir operations as predictive (Figure 4).While banks have made some progress toward intelligent op

20、erations, they aspire to make even more. As Figure 4 shows, over the next three years, banks want to pull ahead of other industries: 37% planto reach a future-ready state, compared to 34% of all organizations. Being more operationally mature would help banks fulfill requests, acquire customers faste

21、r and discover new streams of revenue growth.The bottom line? If banks want to accelerate their move to future-ready, they have significant improvements to make.Preparing for a volatile futureElevate every decision with intelligent banking operations7Preparing for a volatile futuretoday35%57%6%three

22、 years in future5%58%37%StableEfficientPredictiveFuture-readytoday33%59%7%three years in futureElevate every decision with intelligent banking operations86%60%34%Figure 4.Banking organizations say they have made progress in operations maturityand aspire to make even more in the next three yearsPerce

23、nt of banking organizations reaching each operational maturity level three years ago, today and three years in the future (expected).three years ago21%65%14%Percent of all organizations reaching each operational maturity level three years ago, today and three years in the future (expected).three yea

24、rs ago18%63%19%What makes a future-ready bank?Elevate every decision with intelligent banking operations9Future-ready organizations can more accurately predict future consumer and business demands. Theyre agile enough to quickly adapt to those demands in order to remain competitive. They have flexib

25、le operating models that combine multi-disciplinary teams and accessible technologies. They achieve smooth collaboration between their business and technology functions and continueto strengthen their relationships with ecosystem partners and other useful third parties.Future-ready banks have a clou

26、d infrastructure at their heart and have scaled automation, analytics, artificial intelligence (AI) and integrated solutions with leading practices. Their human+machine workforce thrives on asteady flow of high-quality data within a culture of ceaseless innovation. All of this not only has given the

27、m short-term efficiency and profitability but also the resilience to absorb future shocks and continue to deliver exceptional business outcomes at scale.Preparing for a volatile futurePreparing for a volatile futureBanks have failed to scale in key innovation areasWhy are banks behind in operational

28、 maturity? Consider how we measure future readiness. It reflects an organizations ability to scale eight characteristics of operating model maturity: data, analytics, leading practices, business-technology collaboration, agile workforce, automation, stakeholder experience and AI (see Appendix for de

29、finitions). Banks come up short compared tocross-industry averages in seven of these characteristics (Figure 5).Our research suggests that technology challenges are impeding banks from achieving operational transformation. This holds true particularly in areas such as AI, analytics and automation, e

30、ach of which would complement bankings strong data capabilitiesone of the bright spots for banks. A full 78% say that data is in wide use or at scale in their operations todayslightly above the 75% cross- industry average. This is not surprising given how much customer data banks have and the potent

31、ial for using that data to identify customer behavior patterns and target appropriate products, such as mortgages and other loans, at competitive prices.But the challenge is around extracting the full value of the data think real-time insights from across the organizationwhich takes technology enabl

32、ement.78%of banks say that data is in wide use or atscale in their operations todayslightly above the 75% cross-industry average.Elevate every decision with intelligent banking operations10As Figure 5 shows, some of the other barriersto improving operational maturity relate to changing a banks cultu

33、re, talent mix and structure. While the majority of banks are not where they want (and need) to be in terms of operational maturity, whats excitingis that we know what opportunities for continual improvement exist.The data and technology gapFigure 5.How banking compares with other industries across

34、the eight characteristics of operating model maturity.78%Elevate every decision with intelligent banking operations11Data75%71%Analytics74%64%Leading practices68%67%Business-technology collaboration74%65%Agile workforce71%58%Automation67%61%Stakeholder experience65%57%AI60%Currently in wide use or a

35、t scale (Banking) Currently in wide use or at scale (All industries)So how can banks push themselves and quickly evolve toward a future-ready state?We found three things organizations must know to become future-ready:01Know theultimate goal02Know thekey steps03Know how to leapfrogmaturity levelsKnow

36、ledge is powerElevate every decision with intelligent banking operations12Knowledge is powerElevate every decision with intelligent banking operations1301Know the ultimate goalThink big. Act together.Knowledge is powerElevate every decision with intelligent banking operations14It can be difficult to

37、 take a top-down, cross- functional view of operations transformation, given the scope and complexity of the ever- changing banking and regulatory environments. And banks fixed cost structures and their significant investment in legacy systems further complicate the picture.As such, banks tend towar

38、d an incremental approach to improving operations. With limited funds to invest in operations, they simply plug the biggest hole first and those holes are often defined by regulatoryand compliance priorities rather than enhancing competitiveness. Coordinated operations transformation that happens at

39、 the enterprise level is the exception.But banks that use scale and intelligent operations can take a much more holistic approach. Not only can they improve customer experiences and outcomes in the process but also the cost curve.01Know the ultimate goalKnowledge is power“Ive seen that play out in m

40、any places, where business executives have their own IT teams in order to get things done. And this becomes very, very strangeit creates all of these different islands within an organization, which makes it impossible for the entire company to work in a cohesive manner.”Senior Banking ExecutiveBring

41、 business and technology togetherElevate every decision with intelligent banking operations15Advancing the operating model through technology is about more than the technology itself. Progress happens when business and technology come together to develop new joint governance models, integrate ecosys

42、tem partners, and co-create the strategic roadmap so that technology investments align with the business strategy. In many leadingbanks the Chief Technology Officer and Head of Operations now report into a single executive who can take a holistic view of how technology can enable an effective operat

43、ions transformation.Banks need to scale business-technology collaboration but have some ground to cover: Just 11% of banks are doing thisat scale today, while 43% plan to do so in the future. Increasing collaboration will help banks be more innovative and make better use of expert talent and technol

44、ogy.01Know the ultimate goalKnowledge is power01Know the ultimate goalCase studyApplying for a business loan might take only a few hours. But then the waiting beginsoftentimes weeks pass before an approval materializes. Plus, the slower and more manual the process, the more expensive it is for the l

45、ender. Thats why one large North American bank wanted to transform its commercial lending process. With faster, more efficient underwriting and approval processes,the bank could fund new loans for customers at a record pace.The bank decided to think big. It reimagined its commercial lending operatio

46、ns with new digital capabilities. A new cloud-based commercial lending origination system, 60 automation tools, AI-assisted assets, and predictive analytics transformed the banks core systems and strengthened customer retention by predicting loan pre-closure propensity.The bold move to align busines

47、s and technology paid off: The bank accelerated loan approval time by 26% and can disburse loans under US$350,000,three-times faster than before. In total, the organization saved US$20 million and avoided potential loss US$2 billionan ROI it can take to the bank.Elevate every decision with intellige

48、nt banking operations16Knowledge is powerElevate every decision with intelligent banking operations1702Know the key stepsAutomation, augmentation, AI, cloudKnowledge is powerSenior Banking Executive“We are automating the easiest of the tasks, such as using enriched, dynamic data about personal finan

49、ce to automate marketing and reporting. This way, clients can make an investment or personal finance related decision on their own without needing the staff.”02Elevate every decision with intelligent banking operations18Know the key stepsEach bank will take different steps in moving from one level o

50、f operational maturity to the next. Yet thereare fundamental steps that apply to all players intent on achieving future-ready operational maturity: automate at scale, augment human talent with technology, commit to making data-driven decisions and scale cloud.Automate at scale to augment human talen

51、tBanks know automation is an important way to reduce costs and the most critical factor for the digitization of business processes. The industry as a whole has made great strides in automating manually-intensive and repetitive operational tasks across the value chain. The proportion of banks that ha

52、ve achieved widespreador full-scale automation has more than quadrupled over the past three years and is expected to hit 90% in the next three years.To continue this trajectory and realize the associated cost, productivity and experience gains, banks once again should look beyond the technology itse

53、lf. They should scale automation in lockstep with augmenting human talent to drive operational maturity. The reality is that automation has changed (and will continue to change) how humans work and the skills they need to be successful. It shifts higher-value tasks to people, to make people more pro

54、ductive and work more satisfying. The banking industry has to manage how to drive the transformation journey and be ambitious about moving towards zero marginal cost growth that will enhance the bottom line.Knowledge is powerBoost AI power across the enterprise with cloudData has long been at the he

55、art of operational decision-makingfor banks. A full 71% say they designed their operating model based on data rather than on executive experience or intuition. Its a powerful advantage that yields insights into performance measurement andimprovement that leads to operational risk reduction, higher c

56、ompliance and increased customer satisfaction. Even so, banks have to keep excelling here and get even better at utilizing data by breaking down conventions and rigid organizational structures that trap data in silos.A key opportunity for banks to make differentand betteruse of data is by improving

57、their ability to scale AI. Banks can improve core processing accuracy and efficiency with advanced AI-powered data and analytics platforms. And as banks look to scale AI, the cloud can boost momentum.Cloud costs have decreased consistently over the last five years, and cloud security and regulatory

58、compliance offer strong controls. Banks are also getting better at realizing their expectations of cloudin a recent global survey, 43% of banks reported fully achieving their cost saving expectations and more than 50% were satisfied with the speed to market and resilience achieved.443%of banks repor

59、ted fullyachieving their cost saving expectations71%of banks say they design theiroperating model based on data rather than on executive experience or intuitionover50%of banks were satisfied withthe speed to market and resilience achieved02Elevate every decision with intelligent banking operations19

60、Know the key stepsKnowledge is powerCase studyThanks to inefficient lending at car dealerships in a Latin American market, a global bank was stuck with high operating costs and low profitability.First, approving the loan was a lengthy, highly manual process. Second, the bank had to pay high commissi