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February 16, 2010

New Chapter in U.S. Core Banking

Banks in the U.S can no longer afford to go slow on core banking modernization. With the dust settling on the financial crisis, the view of the future just got clearer. Changes in regulation, customer outlook and demography will bring forth new expectations; how well banks adapt to these may well determine their future.

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February 01, 2010

Banking the under-banked: Robust back-end support is non-negotiable for RRBs

Social and development banking is emerging as an exciting landscape. The unbanked have   special needs - proximity and ease of access, flexibility in savings and repayment schedules, simplicity and speed in processing, small product sizes for loans and low-balance savings accounts, basic financial education and information. More than anything else it is the convenience in banking as simple as buying something in the Kirana/mom-and-pop shop next to his house.  With pressure building up to continually explore new growth avenues, banks are  recognizing the potential  of  the previously unbanked market – In India alone  the  rural population counts for nearly 70% of the entire population i.e. a multifold increase in customer base. According to a 2007 survey, the number of RRBs serving this population is around at 91 with over 14,000 branches, spread across 585 of the 622 identified districts.

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January 22, 2010

Bancassurance – time to reassess the IT strategy

Bancassurance business has slowly and steadily gained acceptance worldwide. In pursuit of fee-based income avenues, banks across geographies have joined the Bancassurance bandwagon implementing various business models like setting up joint ventures, working as pure distributors, setting up new insurance businesses and acquiring existing insurance firms. In certain cases, a reverse flow has also been witnessed whereby insurance companies have set up or acquired banking businesses to compete with the serious Bancassurance players.

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July 29, 2009

Evaluating Core Banking Vendors – Not as Simple as Fighting a Price War

The economic environment is barely predictable, bringing with it unforeseen forces that sometimes shake the very foundation of the banking industry. In my interactions with the moguls of the industry a key facet, which emerges time and again, is the need to build organizations that are able to engage, satisfy and deliver greater value to stakeholders on a continuous basis.

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July 15, 2009

Banking efficiency is NOT equal to cost cutting

We’re up to our ears in cost cutting anecdotes about diverse (some frankly bizarre!) measures that banks have adopted to weather the economic storm. Sure, cost consciousness is a good thing, but a slash and burn policy may actually cause more harm than good in the long run. The real need of the hour is improvement in efficiency. Yes! This calls for some cost cuts, but banks must be watchful against missing the woods for the trees.

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April 22, 2009

Having a bank account is all it takes to get rich.

A statement as ridiculous as saying “A core banking solution, is all it takes to transform”.

Most banks will agree, when I say that a transformation partner’s agenda must definitely go beyond technology enablement. The aim should be to empower bankers with holistic and integrated ammunition to develop new, improved capabilities, and build a more resilient, yet flexible business organization. The transformation journey must help the business emerge with the prowess and agility to respond to changing business dynamics, across multiple dimensions.

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March 12, 2009

“This is a hold up! I haven't got all day. Please keep the line moving!"

A thug considering bank robbery would possibly have to yell just that, standing in a long line at the bank.

Not surprising, considering most banks have built islands of automation, and the operational complexities and redundancy that surrounds it is bound to diminish their ability to respond to customers. It doesn’t take a genius to see that banks must connect processes and information in ways that allow them to flexibly react to the dynamics of customers and competitors. What this really means is that a bank’s agility would be significantly improved when it leverages an integrated banking platform.

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Among other things let’s mashup!

My little girl is a sight to watch when she gets to open a box of her favourite assortment of candies. Not for her the red apple flavoured one first…followed by a lime or cherry. It is chubby fists stuffing them all fast into her mouth…the mix of tastes all so evident in her gleeful face. A perfect instance of how sometimes innovations don’t necessarily have to work in increments.

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February 25, 2009

Around the world on a budget is exciting, but…

But not always fun. The low-cost carriers…the quickie city-tours… hotel rooms with just the bare essentials…you feel so far from the familiar comfort of home. And wonder how you ever thought you were ready for this. Come to think of it, banks having embarked on a multi-country transformation journey, often curtailed by tight budget and tighter business mandates, are just as flummoxed by the surprises that come their way - several of them not particularly pleasant.

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January 07, 2009

Get your act together

One thing this melt-down has me doing more than ever is reading. Seems to me this is the best way to stay clued in to the market that’s turned quieter, as well as understand the mood of the moment. In any case, reading for me is one of those pleasures that clearly has great business benefits too.

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