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FIVE REASONS WHY VISION IS THE PREMIUM RESOURCE IN BANKING

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Maite Baron

Lack of vision and resistance to change are leaving banks ill-equipped to succeed in an increasingly digital world.

By MaiteBarón, CEO, The Corporate Escape

Maite Baron

Maite Baron

There’s a natural reluctance to look into the future for fear of what you might find. Perhaps that’s why many organisations – banks included – hang on to the past for far too long.

However, in a world where technology continuously and relentlessly shifts the economic sands, relying on what once worked is no longer an option, as old ‘certainties’ are swept away by new concepts.

This is nowhere more evident than when it comes to the impact of digital, or rather lack of it, on the world of banking. Just when it should be looking towards tomorrow, an institutionalised resistance to change prevents much of the sector from doing so.

So, while the wider world moves ever further towards buying travel, holidays, books, electronics and food online as the norm, banking keeps one foot (perhaps even two) firmly in the past. As a result, customers are unable to engage with their bank in the seamless digital process they have come to expect. Instead, while they may begin an application for a loan or mortgage online, all too often they are deposited back in the world of pen and paper, and handed forms that have to be laboriously filled in.

The internet didn’t exactly happen overnight, but for banks it’s almost as though it did. As a result, many could soon be found wanting, increasingly ill-equipped to deal with what is happening around them.Across Europe,for example, retail banks have digitised only 20% to 40% of their processes according to global consulting firm McKinsey, while most (90%) have invested less than 0.5% of their spend on digital.

That’s an ominous statistic, given that customer needs, particularly among younger people, are increasingly focused online. For example, surveys of American 18- to 29-year-olds reveal that most are choosing their bank based mainly on its online offerings. Branch proximity is more of a concern for older customers.

In Asia, where adoption rates for many devices, and especially mobile phones, outstrip those of the West, consumers are increasingly making their banking decisions online. When business is concluded in branch, it’s often after online research and only because country legislation requires the physical signing of documents to be overseen by bank staff.

In a region where culturally there’s a degree of unease about handing over money to others,the physical ‘bricks and mortar’ presence of a bank used to provide reassurance, so the move towards ‘virtual’ non-branch channels is particularly significant.

So you can be sure that at some point soon, someone with vision, having seen the benefits, will step up to the mark and create the truly ‘digital bank’, with all the potential cost savings that come with the automation of services, improved fulfilment processes and transference of front-end activities to digital channels.

The economics are such that those who achieve this successfully will have a major competitive edge over their slower to adapt, more traditional banking rivals.

So here are five ways to get ahead of the curve:

  1. Grow your understanding across the whole digital spectrum

It is easy to perceive digital as consisting solely of apps for mobiles or product comparison tools, and fail to see its potential as a means of bringing different elements of the business together, streamlining processes and removing bottlenecks by connecting front end and back room services.

  1. Increase trust both ways

Many banks would claim that security is holding them back from embracing digital more vigorously. Yet airlines – and it would be hard to deny that they face even greater security issues than the financial sector – have managed to successfully automate many of their processes. I believe it’s actually a question of trust, and it’s a deep-rooted one.  No-one really trusts banks anymore, and they seem to mistrust themselves too. Resolve this issue and other solutions will flow from it.

  1. Improve your strategic thinking

With many of the elements already in place – imaging technology, work-flow software and voice response systems – what’s really lacking is the visionary thinking to bring those elements together, then make sure they’re used consistently and effectively.

  1. Shift your focus

Often digital initiatives are perceived as a high cost investment. Yet in actual fact, much technology is now low cost, so could easily be introduced at the margins. The use of tablet-based forms (rather than paper) and video-conferencing could significantly increase employee productivity while bringing more to the customer experience. Behind the scenes, a combination of digital and human review of application forms and other interactive materials could easily be implemented, with the human element there to increase trust, improve decision-making choices and address errors and anomalies.

So much more could be done without major investment, and focused on where it would deliver greatest returns.

  1. Think multi-channel

When digital is offered alongside traditional services, it seems customers prefer this more versatile banking environment. Further research by McKinsey shows that, while younger customers may prefer to do their banking online, overall two-thirds of customers interact with their banks through multiple channels, with digital reserved for simple transactions, and human interaction sought when solutions to problems are required.

It also appears that the more customers use a bank’s digital channels, the more they also use its branches and call centres. So those who use mobile and online banking at least once a week are over 60% more likely to use their retail branch than those who don’t bank online. That opens up new opportunities. But to leverage them requires vision and a willingness to think long-term and see a world in which people and digital work alongside each other, integrated within an organisation’s structure.

Managing that transition requires sensitivity, since the introduction of technology will be seen by employees as a threat. The emphasis must be on how it can replace low interest activities with more rewarding work.

But first, those at the top must rid themselves of restrictive mindsets and learn to understand digital ways of working, so that digital becomes a part of their strategic thinking, with a Head of Digital with P&L responsibility appointed to oversee implementation and lead the way forward.

As part of that process, the emotional intelligence of banking leaders needs to grow. Too often, the ability to relate to others and the external world is blocked by self-preservation and consequent inability to see beyond the here and now.

Only then will banks overcome the short-termism that blinds them to a future that’s already here and has the potential to be so much more rewarding for all.

At The Corporate Escape, we are passionate about developing entrepreneurial leaders. Get started by downloading our free guide – The 7.5 Critical Strategies To Survive & Thrive in Your Career or Business’It’s time to think ahead and broaden your vision.

 

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Dealing with the loneliness crisis with assistive technology

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Dealing with the loneliness crisis with assistive technology 1

By Karen Dolva, CEO and Co-Founder of NoIsolation

Humans are social beings, and for most children, school will be their most important social arena. Unfortunately, however, many children and adolescents with long-term illnesses are unable to attend school for extended periods, due to treatment plans, ill health or more recently due to the risk of infection. Research has shown that long-stints of school absence for children and adolescents with Chronic Fatigue Syndrome (ME) and cancer can range from months to years.

These prolonged periods of absence, which often lead to limited interactions with other children and adolescents, can result in children completely losing their social network, leaving them feeling cut off, lonely and isolated, all as a result of something that is completely out of their control. What kind of consequences can this type of social isolation have for children and young adults?

In a recent in-depth investigation into the impact of COVID-19 on the emotional and educational development of British school-aged children, No Isolation partnered with independent researcher, Henry Peck, to look into the impact of COVID-19 on school aged children, to shed further light on the consequences of school closures, not only across the UK, but the long term effects that this can have on children and adolescents everywhere throughout the pandemic.

As a company working to abolish loneliness and isolation amongst those suffering with chronic illness, we were already aware of the effect that social isolation can have on a child’s educational development and mental health. For the investigation we collected responses from 1,005 parents and carers of 1,477 children spanning primary and secondary school.

Results of the study found that a concerning 76% of parents and carers reported that, since lockdown, they have become worried that their children are suffering from loneliness. Results also showed that parents and carers of 5-10-year-olds worry that their children are lonely often or all of the time, whilst parents and carers of 11-16-year-olds are concerned that their children are lonely at least some of the time. This is likely due to the fact that older children have greater access to social technologies, while younger children often rely on non-verbal forms of communication such as facial expression, physical contact, and through play, all of which is difficult to recreate whilst away from the school setting.

At No Isolation we are committed to creating solutions that will help children stay connected to their friends and their education, regardless of circumstance. We’ve seen first-hand the devastating impact that loneliness can have on a child, and know that children that can’t attend school don’t just miss out on learning, they miss out on friendships too. Losing this contact during the early years developmental stages can be devastating, leading to anxiousness and an increase in feelings of isolation. This report sheds light on the hundreds of thousands of young people that may not be able to rejoin their friends in school, and it is vital that they don’t fall through the cracks. We plan to continue researching the impact of this unprecedented pandemic and driving the conversation around how we, as a nation, can ensure the mental wellbeing and educational development of those most affected.

Loneliness has been found to have serious implications for both physical and mental health. People suffering from loneliness are 32% more likely to have a stroke and are 26% more at risk of early mortality. From No Isolation’s own research into the impact of school absence due to long-term illness, we have found that  children are particularly vulnerable to loneliness if they cannot attend school.

Researchers, Perlman and Peplau, define loneliness as a negative feeling, stating that a lonely person is experiencing a discrepancy between desired and actual social contact. Being socially isolated is not synonymous with being lonely, but there will often be a correlation between social isolation and loneliness. Though much empirical research on adults and adolescents shows a link between loneliness and depression, many studies have found that friendship-related loneliness is more explanatory for depressive symptoms among adolescents than parent-related loneliness. One possible explanation is that friends are the preferred source of social support during adolescence.

With that in mind, we should be both sad and alarmed by the high numbers of young people unable to attend school, and more so by the fact that we do not really know who they are or exactly why they cannot go to school. Research has shown that social isolation and loneliness often correlate with mental disorders, including depressive disorders, there are, however, options available for children and adolescents in the form of assistive technologies, enabling them to stay connected with education and their peers.

The provision of dedicated school staff, inspirational hospital schools, the use of avatars like AV1 that enable children to attend school remotely, are just a few of the ways that assistive technology and exemplary attitudes are helping children with long-term illnesses from becoming disconnected from essential social networks. There are also examples of individuals who are pushing to keep children from falling between the cracks and becoming invisible, such as Amy Dixon, who is running a petition that will do exactly that, bringing these issues to the attention of those who can make a real change. It is, and will be, thanks to these exemplary changes that more support is being offered to children that are virtually invisible across the UK at present.

However, not all children have the option to receive these kinds of provision. There are pockets of excellent practice driven on an individual and local level, but there needs to be systemic change at a policy level, to ensure everyone is supported.

Educational provision for children out of school due to illness appears to be something of a postcode lottery, with some families having to fight for 3 hours of home tuition a week, whilst others are offered 15 hours by default. This is thought to be, in part, due to the open statutory guidance which allows for flexible interpretation of government guidelines, as well as financial limitations schools and city councils face. To improve the lives and outcomes of this group of children, is to create a more accurate view and analysis. This can be done by joining up existing datasets, by asking better questions, and by building a model that predicts future numbers of children from falling outside of the system. This, in turn, will push the issue up the political agenda and drive much needed changes to statutory guidance. Most importantly, it would lead to more support for children that are seemingly invisible across the UK.

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Regulatory overlaps cause conflicts, confusion and complexity: is collaboration the answer?

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Regulatory overlaps cause conflicts, confusion and complexity: is collaboration the answer? 2

By Rob Fulcher, Head of Business – Americas, CUBE Global

Regulatory overlaps are an ongoing, perplexing and often time-consuming anomaly. They occur where multiple market regulators act disjointedly in their attempt to address a market failure, thereby imposing different regulatory requirements with contradictory or overlapping obligations. For financial institutions, this can be problematic: which regulation should take precedence? Will they face punitive action for neglecting one obligation in favour of another?

Following the global financial crisis of 2008, a swathe of new policies and acts came into force with a view to protecting the system and essentially preventing another market crash. Inevitably, this led to a host of new regulations, some of which created overlaps and inconsistencies. In turn, this leads to inefficiencies and misunderstandings as businesses endeavour to comply with all and every regulation, often finding themselves at a stand-off.

Financial institutions – especially the compliance team – are desperate for regulatory clarity. However, in many cases, it is not forthcoming. Regulatory clarity is not, it seems, high on the regulator’s agenda. A recent report by CUBE, RegTech for Regulatory Change, in association with Burnmark, explored the evolving landscape of regulatory overlaps. We now delve deeper into this topic to ask, ‘what is the solution?’

GDPR, PSD2 and MiFID II – to collect or protect data?

One notorious regulatory overlap that causes consistent headaches for financial institutions is that between GDPR and PSD2.

While GDPR gives individuals greater control over their data and restricts the freedoms of organisations to share it, PSD2 imposes data sharing requirements on financial service providers. It is up to the banks to ensure that correct policies and procedures are in place so as to comply with both pieces of legislation. This is not often an easy task considering their almost diametrically opposite aims.

The same can be said for the regulatory rules that surround both MiFID II and GDPR – two pieces of legislation filled with inherent contradictions. While the former focuses on consumer protection through transparency and retaining more information about the investor community; the latter is concerned with data protection and limiting the access to investor data if so desired by the owner of the data and giving investors the right to be forgotten.

Data privacy and AML – data sharing can only go so far

Data is a commodity – compared often to crude oil. For financial institutions, data is not only part of ongoing business functions, but it also holds potential for manipulation, misinformation or illicit activity. Surprisingly, the value of data has only truly been realised in recent years. In turn, we have seen a swathe of money laundering and data protection activity – leading to new and amended regulations to bolster data protections and simultaneously impose supervisory requirements to avoid money laundering. Global banks are finding it challenging to comply with one without compromising on the other.

Multinational banks often find themselves walking a tight rope between trying to meet data privacy requirements and simultaneously meeting those surrounding anti-money laundering (AML). For example, banks in the US are forbidden from sharing Suspicious Activity Reports (SARs) with foreign branch counterparts due to disclosure restrictions, thereby making it difficult to implement a group-wide compliance program.Regulatory overlaps cause conflicts, confusion and complexity: is collaboration the answer? 3

Regulatory overlap in the US

The US has a long-established, complicated and often fragmented regulatory structure. Significant and costly overlaps exist across the board, especially between the Office of the Comptroller of the Currency (OCC) and the Federal Reserve System’s data collection activities, along with its supervision and examination activities. Consumer protection is conducted by six US regulators, which naturally results in overlaps, duplication and confusion.

 

Similarly, the US Securities and Exchange Commission (SEC), Commodity Futures Trading Commission (CFTC) and state securities regulators oversee securities and derivatives markets, leading to similar concerns of overlaps and fragmentation. Swaps and security-based swap products face the supervision of SEC and CFTC and market participants have made it known that this leads to significant market and operational challenges.

The answer

Regulatory overlap is not new – nor is there a clear solution. We have occasionally heard tales of compliance team members writing to regulators to request clarification, often to no avail. In the meantime, financial institutions must take steps to implement all relevant regulations where they can and mitigate risks where they are not able.

Regulatory technology (RegTech), especially automated change management platforms such as CUBE, highlight overlaps and alert compliance teams where issues or inconsistencies arise. For now, this is the most effective means of managing unclear regulations.

Ultimately, the answer lies with financial regulators themselves. While uncertainty exists, regulators must issue guidance and expectations in order to standardise approaches across the industry. The ideal outcome is undoubtedly founded in collaboration: regulators across sectors, industry and jurisdictions should collaborate to ensure that legislative changes are consistent and do not tread on the toes of the other. With the emergence of new technology – and related new regulation – many regulators are calling for a joined-up approach and looking to work together in their supervisory goals. Perhaps collaborative, unambiguous financial regulators aren’t so far away after all.

Author Bio:

Rob has 20 years’ experience in financial services sales and management. Following his early sales career at Euler Hermes, a global credit insurance business, Rob went on to establish a 15-year career in GRC. Initially working in London at Complinet, a compliance and risk business, Rob subsequently relocated to New York. In 2010, Complinet was acquired by Thomson Reuters and Rob played a pivotal role in growing GRC revenues, especially relating to regulatory change management. As Head of Sales Americas for CUBE Global, Rob re-built the sales team and consistently out-performed all other regions.

 

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Christmas isn’t cancelled; Santa now does click & collect

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Christmas isn’t cancelled; Santa now does click & collect 4

Despite fears that Christmas will be cancelled this year, new data from ACI Worldwide (NASDAQ: ACIW) finds that, with local lockdowns and social distancing measures in place across the UK, the Festive shopping season is starting earlier this year.

Based on analysis on hundreds of millions of eCommerce transactions around the globe, ACI’s latest eCommerce tracker predicts we will see a 27% increase in online shopping transactions. Along with a whopping 40% increase in click and collect purchases as consumers remain socially distant and local lockdowns continue.

Indeed, consumers acting as Santa’s little helpers have begun purchasing presents online even earlier than before to keep the Christmas dream alive. Concerns around limited product availability and delivery delays have seen online transactions increase by 21% in the last four weeks, when compared to the same period last year.

Amanda Mickleburgh, Director of Merchant Fraud Product at ACI Worldwide commented, “While Black Friday has typically been the starting line for the festive period, this year Prime Day sounds the klaxon. There are myriad reasons for this. With everyone encouraged to social distance and many areas of the UK now under even tighter local lockdowns, there’s more time than ever to browse online for presents. Added to this, many remember the severe delays in receiving purchases at the start of lockdown, and will be looking to avoid missing presents under the Christmas tree.

“Merchants should look to expand their same day shipping capabilities and provide free returns or extend T&Cs, to capitalise on this trend. Far from seeing physical stores as a lost cause, they should take advantage of the increase in demand for click and collect. And turn their stores into valuable real estate by expanding their click and collect capabilities.

However, there is a dark side to the holiday season kicking off earlier – fraud continues to increase as criminals take advantage of click and collect options and consumers start to buy higher-value items like the latest electronics. ACI’s analysis found that the value of attempted fraud increased from $7 to $9 per consumer this September compared to 2019.

Amanda Mickleburgh continued, “While click and collect is a major draw for consumers, merchants need to increase their fraud protection measures for this channel. As more merchants continue to offer this option to customers, there are greater opportunities for fraudsters to create a nightmare before Christmas.”

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