Banking redefined: disruption, transformation and the next generation bank

IBM Institute for Business Value
Banking redefined
Disruption, transformation and the next-generation bank

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Executive Report
Banking

Executive summary
For generations, banking was nearly impenetrable to outside agencies. Value was generated
by providing customers with core banking services. As critical intermediaries, bankers were
able to sustain healthy margins.
But a triple set of challenges have emerged, requiring bankers to rethink how they do
business: many banks are struggling with sluggish profits; new classes of customers are
easily dissatisfied and disillusioned; possessing ever-growing expectations of engagement
and experience; and a new breed of competitor is emerging for banking customers.
Traditional banking functions are being contested and becoming commoditized. As a
consequence, value is shifting from functional capabilities to relationships. While emerging
competitors may be able to replicate banking functions better and at lower cost, they will find
it much more difficult to build and manage the breadth and depth of customer relationships
traditional banks have carefully built over decades.
Because of these relationships, traditional bankers, far from being disintermediated, have the
ability to shift their focus from service fulfillment to service facilitation and orchestration.
Banks can position themselves as the principal gatekeeper to their customers, creating an
ever-evolving ecosystem of services and experiences.
To achieve this, traditional banks will need to rapidly transform. They will need to connect with
an ever-expanding portfolio of business partners. And they will need to engage customers in
new, powerful and enduring ways. The rewards will be significant for those banks that can rise
to these new challenges. For those that fail to do so, the future may be less bright.
Banking at the brink
Disruptive forces that have swept across other
industries are now squarely centered on banking.
Born-in-the-cloud startups and retailers with lower
marginal costs and greater agility are competing in
payments and core banking. And a new generation of
financial technology companies are aiming to
decompose the financial services value chain –
selecting high-volume activities like small business and
consumer lending, threatening to reduce the
incumbents to settlement agents of last resort.
Traditional banks, often burdened with inflexible and
costly legacy systems, struggle to redefine new
operating and business models to meet what may
become existential challenges ahead. With insights
from 1,060 banking executives and 1,600 retail banking
and wealth management customers, this executive
report identifies key business imperatives and tangible
actions that can position traditional banks at the center
of a rapidly evolving financial services ecosystem,
accelerate transformation and help bankers map a path
to sustainable success and profitability.
1

Industry in flux
Banks have struggled financially since the global economic crisis. For many banks, profits
have been stagnating.1
At the same time, bankers surveyed seem overly confident they are meeting customers’
expectations. While 62 percent of retail banking executives indicate their organizations are
able to deliver an excellent customer experience, only 35 percent of retail customers share
their view, a 27-percentage-point difference. For wealth management, the gap was even
greater, at 41 percentage points. Fifty-seven percent of wealth-management executives
believe they provide an excellent experience, while only 16 percent of wealth-management
customers concur (see Figure 1).2
Banks are not challenged across every dimension. In terms of timeliness and consistency,
customers are actually more satisfied than banking executives expect. But in the key areas of
creating a personalized customer experience across interactions, and encouraging customer
loyalty, bankers significantly overstate their effectiveness (45 percent for bankers, 30 percent
for customers) and loyalty, (48 percent for bankers and 35 percent for customers).3
Customer trust is also overestimated by banking executives surveyed. As many as 96
percent of bankers believe their customers trust them more than other non-bank competitors.
Only 70 percent of customers agree. And fewer still – 67 percent of customers – trust their
primary bank compared to other bank competitors.4
Only
Only
Only
2 Banking redefined
30%
of customers believe their
banks provide personalization,
compared with 45 percent of
bankers
16%
of customers believe wealth
managers provide an excellent
customer experience, compared
with 57 percent of wealth managers
21%
of global banking executives
believe their organizations
possess above-average agility
compared to their peers

Source: IBM Institute for Business Value analysis based on Economist Intelligence Unit survey of 1,060 global banking
executives and Ketchum survey of 1,600 retail banking customers.
Figure 1
Bankers overestimate customer satisfaction5
Delivering excellent customer experience
Retail banking
Perceive customer experience as excellent
62%
35%
Accuracy Timeliness Consistency Personalization Effective self serivce Loyalty
48%
61%
50%
46%
51%
46%
45%
30%
54%
51%
48%
35%
Bankers Consumers
Delivering excellent customer experience
Wealth management
Perceive customer experience as excellent
57%
16%
42%
3

At the same time, non-traditional competitors continue to enter banking, offering an ever-
expanding range of products and services. Successful entrants in the payments space, such
as M-Pesa and Paypal, are being joined by a cast of virtual banking providers and financial
technology (fintech) businesses.6
New, virtual banks, such as Simple, Fidor and Smarty Pig,
offer retail customers engaging, fun, socially-enabled experiences.7
Other fintechs, such as
Lending Club and Currency Cloud, offer less expensive, easy-to-use lending and currency-
trading capabilities.8
Benefiting from strong investment, fintechs are unbundling traditional banking value chains.9
By redressing historical inefficiencies (Kabbage can approve a small business loan in
minutes), or improving and expanding service quality (Wealthfront offers significantly lower
investment advisory fees, and Square has extended low-interest loans to its merchant
network), fintechs are progressively shutting down traditional sources of banking fees and
other income.10
By so doing, fintechs and other digital-only or non-bank competitors undermine traditional
banking business models, especially for those banks that are relying on infrastructure-
intensive legacy systems. For example, born-in-the-cloud digital competitors are able to
achieve significant benefits over incumbents – more than 40 percent increase in net profits by
the successful use of digital technologies in process automation, creation of new products,
improved regulatory compliance, transformed customer experiences and disruption of key
components of the value chain.11
4 Banking redefined

Antagonist or ally
Traditional bankers face a stark and, for many, existential decision. They can work to defend
and protect themselves from an emerging onslaught from fintechs and others – or they can
embrace them.
Banks that pursue a defensive strategy will face a perilous journey. They will need to improve
their service capabilities constantly to redress fintech innovation across broad and rapidly
changing dimensions. And they will need to do it at ever-lower cost and greater speed. They
will need to dissuade customers from embracing new services from new entrants. For those
unable to maintain customer loyalty, the implications will be dramatic. Income sources will
diminish incrementally as customers shift more and more of their business to innovators.
Profitability will decline, along with market share, as previously strong incumbents shrink into
marginal participants or acquisition targets.
Alternatively, bankers can work to position their organizations at the center of rapidly evolving
banking ecosystems. While fintechs are able to leverage new technologies to compete
against banks in specific functional activities, they do not yet have the benefit of banks’
customer relationships. Bankers have historically created value through the specific banking
functions or services they provide. But in a future where these are readily replicable, banks’
value will be centered on the quality of the customer relationships they maintain (see Figure 2).
5

Source: IBM Institute for Business Value analysis.
Figure 2
Customer and partner ecosystems are emerging
Customer ecosystem Partner ecosystem
The ecosystem around customers will be built to
cater to a range of customer-needs beyond
traditional banking services
The ecosystem of partners, such as
ﬁntechs, will extend bank capabilities and
support operational scalability
Customer ecosystemCustomer ecosystem Partner ecosystemPartner ecosystem
Marketplace
Retail
Ticketing
Payments
Lending
Transactions
Trading
Investment
Payments
Social
Bank
Mobile wallets
P2P Lending
Mobile
Payments
Crypto currency
Crowd funding
Branch
Customer
Work
Family
6 Banking redefined

Banks have an opportunity to position themselves at the epicenter of evolving ecosystems,
overseeing and orchestrating a broad range of best-in-class services for the benefit of their
customers. Although technically able to engage individually with a range of service providers,
customers of banks able to build powerful ecosystems are more likely to remain loyal, entrusting
their banks to manage processes and relationships on their behalf. These banks will be better
positioned to offer customers lower costs and a wider range of compelling services and
experiences from the innovation occurring within the ecosystem, fintechs and others.12
Banking culture will also evolve and transform. As the incumbent institutions are relieved of
the burden of many traditional banking functions, time and resources will be available to focus
more intensively on the needs of the customer. Capitalizing on the ecosystem will demand a
radically different bank culture, mandating customer centricity as the predominate force
within ecosystem-centered banks (see Figure 3).
As progressively fewer services are offered directly by banks, infrastructure costs will fall.
Bank business models will evolve with greater focus on pass-through commissions or mark-
ups. Banking will be redefined, much as the global hotel industry has reinvented itself from
property ownership to specialist services provider.13
Margins are likely to increase, reversing
recent trends and repositioning banking once more as a profitable, valuable, yet substantially
less capital-intensive industry.
7

Marketplace
Retail
Ticketing
Transactions
Trading
Lending
Branches
Investment
Payments
Social
Customer
Bank
Mobile wallets
Mobile
Payments
Savings
Stored
value
eMoney
Crowd funding
Other Services
Banks are uniquely placed to
be the orchestrator of ﬁntechs
and other partners
Banks are also best
positioned to continue to
manage the relationship with
customers
Banks can add value by
orchestrating solution
providers around the
customer
Banks can integrate core
capabilities with partner
solutions and “own” customer
experience
Figure 3
Banks will become an integral part of customers’ everyday lives
8 Banking redefined

Cluster buster
Some banks have further to travel down the transformation path to prepare for banking
ecosystems. To gain insight into banks’ readiness for transformation, we conducted a cluster
analysis based on data from the more than 1,000 banking executives surveyed. Based on
their digital capabilities, three clusters were identified (see Figure 4).14
Doer banks outperform peers in both revenue growth and operating efficiency. And they face
fewer barriers to providing compelling and consistent customer experience across the board.
Doers are 39 percent more likely to have customers who believe their assets and information
are safe, 17 percent better in managing risk compared to non-traditional competitors and 12
percent better at managing risk effectively across all businesses and functions.
18%
40%
Three
clusters
Talker
Invested in digital
technologies
Regard data as a
strategic asset and
have robust digital
platforms for speciﬁc
business lines
Robust cross-
channel customer
experience delivery
·
·
·
Doer
Moderate develop-
ment of digital
capabilities
Strategic priority to
expand development
of digital platforms
to escalate
transformation
Fragmented customer
experiences, may be
good in areas, but
inconsistent
·
·
·
Blocker
Lagging in digital
technology adoption
Late starter to digital
banking, reliance on
traditional branch
network
Customer experience
generally analog
·
·
·
40% 42% 18%
42%
Source: IBM Institute for Business Value analysis based on 2015 IBV/EIU global banking survey.
Figure 4
Three groups emerge among global banking organizations–doers, talkers and blockers
9

Preparing for orchestration
By embracing five principal capabilities, traditional banks can accelerate the transformation
necessary to prepare for ecosystem leadership (see Figure 5).
Partnering and collaboration
Partnering is foundational to the evolution of banking ecosystems. Indeed, ecosystems are
characterized by a set of partnering relationships. And forty-five percent of global banking
executives believe that partnerships and alliances improve their banks’ competitiveness. By
making partnering and collaboration a core business capability across the organization,
banks will prepare for a new environment that has partnering and collaboration at the center
of every business activity and function.
Bank
Effective partnering and collaboration
provide flexibility and scalability
45% of bankers say partnership and alliances
improve agility and competitiveness
Rapid response to customer needs
in a dynamic environment improves
time to market
Only 21% of bankers say they are above
average in agility when compared to peers
Actionable insights help drive personalized
interactions and transform customer relationships
48% of bankers say investment in predictive
analytics is a key priority
Simplified business processes and openness
enhance and speed up customer interactions
48% of bankers say social media will help them
innovate in products and services
Operations become efficient
as service provisioning
improves across channels
52% of bankers say investment
in mobile technology is a key
future priority
Figure 5
Five principal banking capabilities
Source: IBM Institute for Business Value analysis based on 2015 IBV/EIU Global Banking Survey data.
TD Bank embraces partnering and
collaboration
TD Bank Group, one of the largest banks in North
America, wanted to compete effectively by
becoming a more innovative and social bank. TD
Bank pursued a social transformation, making the
business more open and promoting collaboration
across the enterprise, and by extension to a wider
partner and fintech community. TD Bank has
achieved substantial success in its collaboration
initiatives, with thousands of communities created,
comprising well in excess of a million network
connections.15
10 Banking redefined

Agility
Agility reflects a bank’s ability to adapt rapidly and cost effectively to change. A defining
feature of fintechs and other non-bank competition is their ability to be agile. And traditional
banks will need to match this agility to collaborate effectively in emerging banking
ecosystems. Survey data reveals that only 21 percent of global banking executives believe
their organizations possess above-average agility compared to their peers, reflecting a gap
between bank capabilities today and those required.
Innovation
Innovation can be thought of as anything new that adds some type of value to the bank or its
customers. Rather than a “nice to have,” innovation has become a core business capability.
And 48 percent of global banking executives say they believe that social will help accelerate
innovation of products and services. Successful organizations tend to be more open and
embrace more open forms of innovation, encouraging participation and co-creation from
customers and partners alike. Social technologies provide a key means to promote this type
of participation and engagement.17
Analytics
Robust predictive analytics based on big data are necessary for banks to
deliver such experiences, and 48 percent of global banking executives indicate investment in
predictive analytics is a key priority. Cognitive computing, in particular, will enable banks to
deepen and scale workforce capabilities, as well as support the creation of compelling
experiences for mass markets that were once only the purview of the very rich. Through its
ability to instantly process and contextualize massive amounts of data and information,
cognitive will enable a profound transformation of banking processes and relationships.19
ICICI Bank constantly innovates to improve
customer experience
ICICI Bank leads innovation in product offerings
by embracing new technology faster than its
competition. It leveraged social media to launch
bank account offerings through Facebook and
created a real-time dashboard to integrate
customer complaints from Twitter and Facebook
directly into its customer relationship management
processes. ICICI pioneered “Cardless Cash
Withdrawal” service in 2014. And it continued to
achieve double-digit growth despite global
financial instability.16
Tangerine Bank creates innovative customer
experiences on mobile
Canadian bank Tangerine specializes in
technology-enabled customer experience. With
customers becoming used to almost instant
gratification on mobile, Tangerine developed its
own compressed DevOps approach to expedite
development cycles and launch mobile innovations
faster and responsively to consumer preferences.
Tangerine was able to shorten development cycles
from six weeks to two and reorient development
provisioning from days to minutes.18
11

Digitization
Digitization is an essential precondition for the next-generation bank. And 52 percent of
global banking executives say that investment in mobile technologies is a key priority. Manual
processes will be a thing of the past. Successful banks will not only become digitally
integrated, but also open to flexibly connect and interact with partner organizations across
ecosystems.
Redefining traditional banking organizations will be essential to bring about enterprise-wide
digitization. End-to-end re-engineering of the key business processes, as well as of systems
of insight and record in order to support implementation of a holistic digital strategy, will be
required to enable successful banks to compete with born-in-the cloud digital companies.
Regular, consistent and proactive assessment, monitoring and reporting of digital
implementation progress across the banking organization will distinguish leaders from
the pack.
In addition, banks will need to enhance risk management, compliance and security
capabilities. Enterprise risk management is already a key concern of banking executives,
and it will only grow more important in the future.22
New ways of monitoring, evaluating and
remediating security threats and risk should be pursued with the assistance of best-in-class
partners who will inevitably become key participants in evolving banking ecosystems.
BBVA uses analytics to better understand
customer needs
When BBVA, a global financial group, deployed a
solution in Spain to analyze social-media data, it
knew the information could be useful across the
company for a variety of purposes. Insights
obtained are now distributed among the various
business departments, enabling a holistic view
across all areas of the company’s business. They
are used not only to better understand customer
needs, but also to devise appropriate solutions and
support campaigns.20
Nationwide continues to invest in digital
banking
Nationwide, among the largest building societies in
the world, began a major IT transformation project
in 2008, developing digital services to meet
customer expectations and equipping itself to
survive in a rapidly evolving digital society.
Nationwide now has over 2 million active users of
its digital services, with over half of daily logins
executed via the Nationwide mobile banking app.21

Implications and recommendations
Banking executives and employees alike will need to recognize that transformation will be a
permanent condition. There is no end state. The bar will always be rising, goal posts shifting,
innovation deepening and partnerships evolving. Change will be the only constant, and those
that cannot adapt quickly enough will face marginalization and decline. To embrace change,
bankers focus on four key areas of their organization.
Strategy – Catching the wave
Strategy will need to recognize the permanence of change. Traditional banks will refocus on
their customer relationships. These relationships will become banks’ single-most-important
asset, and they will need to be more intimate, nurtured and protected. Banks will need to
prepare to cede many traditional core functions to partner organizations, while maintaining
clear values and brand, and promoting organizational stability and security.
People – Reskilling for success
Banks will need to act decisively to future-proof their employees. In an age of ecosystems,
banks will be less about transactions processing and more about relationship management
and engagement – with customers, partners and stakeholders alike. Different capabilities will
be required – collaboration, innovation and entrepreneurialism, among others. Reskilling will
be necessary, as will selective recruitment of a new, different breed of banker.
Process, organization and culture – Open for business
Banks will need to change their internal culture so that they can embrace far-reaching
implications of becoming central to emerging ecosystems. As an ecosystem orchestrator,
banks will collaborate seamlessly with partner organizations, customers and others. Security,
compliance and control will need to be balanced against an imperative of experimentation
and collaboration with an ever-changing array of prospective collaborators. Organizational
structures will become porous, and banks will build cultures of common understanding to
encourage desirable behavior on the part of both bank employees and partner organizations.
Figure 6
Four key areas of change
Strategy
People
Process,
organization
and culture
Technologies
13

Technology – Best-in-class
Application programming interfaces (APIs), connectivity and coordination characterize
banking ecosystems. Bank technology will become the model for extreme agility of an
otherwise highly regulated industry. Initial investments to transform and re-architect
proprietary systems will morph into a substantially lower capital environment in which the
bank IT function will interact deeply with partners as it manages extended, diverse networks.
Conclusion
Banking is, indeed, at a critical moment. Traditional conceptions of what a bank does and how
it does it will change fundamentally and permanently. The most successful banks of tomorrow
will orchestrate broad portfolios of partners to deliver compelling banking experiences and
services to their customers. Innovations from one organization will be shared across
ecosystems quickly and efficiently in a virtuous cycle in which everyone is better off: bankers,
partners, customers and other stakeholders. Leaders of the future are already transforming
today, equipping their organizations and people with new skills, cultures, technology and
processes. These leaders, rather than being oblivious or afraid of disruption, are positioning
themselves at the epicenter of what promises to be the most dramatic evolution in banking
the world has ever seen.

Key questions
• In what ways will your bank disrupt or be disrupted?
• How will you deliver adaptive personalized experiences for your customers and
stakeholders?
• How will you pursue agility to accelerate your transformation?
• How does your bank plan to optimize decisions with insights from across the bank
and ecosystem?
• What steps are you taking to reinvent processes to engage and participate in emerging
banking ecosystems?
15

About the authors
Jim Brill is Director, Global Industry Marketing and Communications for IBM. He is currently
responsible for marketing and field enablement, targeting the financial services sector. Jim
joined IBM in 1999 to startup the New York Center for e-business Innovation, which has
evolved into IBMiX, the largest digital agency in the world. He has more than 20 years’
experience in collaborating with some of the world’s most recognizable brands in technology,
media, retail and financial services. He can be reached via Twitter @jimbrill and jim.brill@
us.ibm.com.
Nicholas Drury is the Global Banking and Financial Markets Leader for the IBM Institute for
Business Value. Nick has over 20 years’ practitioner experience with blue-chip names in
international banking and financial markets over three continents. His recent consulting
portfolio of clients include leading global banking groups and major financial services players
in Asia-Pacific undergoing deep transformation journeys. Nick can be reached at nickd@
sg.ibm.com.
Anthony Lipp is the Global Strategy Leader for Banking Financial Markets at IBM, where he
leads the development and execution of IBM’s strategy for its business serving banking and
financial markets clients worldwide. He has had global responsibility for IBM’s business
strategy consulting practice. He has more than 20 years of diverse industry and consulting
experience serving top management on major strategy, organization and enterprise
transformation initiatives in the banking, capital markets and insurance industries. Before IBM,
he served as Consultant, Engagement Manager, Partner and Practice Leader roles with
McKinsey Co. and PwC in New York and London. Anthony can be reached at anthony.lipp@
us.ibm.com.
Methodology
Our banking executive and banking customer surveys
were conducted in 2015. Our banking executive survey
of 1,060 retail banking, commercial banking, wholesale
banking, investment banking, private banking and
wealth management executives was conducted in 38
countries by the Economist Intelligence Unit. Our
survey of 1,600 banking customers was conducted in
the United States, Germany, United Kingdom,
Singapore and China by Ketchum.

Anthony Marshall is Research Director and Strategy Leader in the IBM Institute for Business
Value. Previously, Anthony led numerous projects in IBM’s Strategy and Innovation Financial
Services Practice, focusing on business strategy and innovation. Anthony has consulted
extensively with U.S. and global banks, working with numerous top-tier organizations in
innovation management, digital strategy, transformation and organizational culture. He has also
worked in regulation economics, privatization and MA. Anthony has more than 20 years of
consulting, research and analytical experience. He can be reached at anthony2@us.ibm.com.
Likhit Wagle is Partner and Global Industry Leader for Banking and Financial Markets within
IBM’s Global Business Services. Previously, Likhit led IBM’s Banking and Financial Markets
team in North East Europe and the MA practice at PwC, having extensive corporate finance
experience. Under Likhit’s leadership, IBM have developed a market-leading position in
solutions that support the transformation of core banking and multi-channel processes and
systems. He can be reached at Likhit.Wagle@uk.ibm.com.
The authors would like to thank Holli Haswell, Surendra Ramaiah, Namit Agrawal, Rajrohit
Teer, Hebattallah Nashaat, Carl Nordman, Stephen Ballou, Kathleen Martin, Jim Phillips,
Kristin Biron and Eric Lesser.
For more information
To learn more about this IBM Institute for Business
Value study, please contact us at iibv@us.ibm.com.
Follow @IBMIBV on Twitter and for a full catalog of our
research or to subscribe to our monthly newsletter,
visit: ibm.com/iibv
Access IBM Institute for Business Value executive
reports on your phone or tablet by downloading the
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At IBM, we collaborate with our clients, bringing
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today’s rapidly changing environment.
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The IBM Institute for Business Value, part of IBM Global
Business Services, develops fact-based strategic
insights for senior business executives around critical
public and private sector issues.
17

Notes and sources
1 IBM Institute for Business Value based on SP Capital IQ, McGraw Hill Financial data of
top 500 global banks ranked by total assets, 2006-2014.
2 IBM Institute for Business Value survey, in collaboration with Ketchum, of 1,600 banking
customers.
3 Ibid.
4 Ibid.
5 Survey comprised 1,600 banking and wealth- management consumers across five
countries. Four hundred banking customers surveyed in USA, and 300 in each of German,
United Kingdom, China and Singapore.
6 “M-PESA: Mobile Payments, Improved Lives for Kenyans.” World Bank Research.
May,2010. http://econ.worldbank.org/WBSITE/EXTERNAL/EXTDEC/
EXTRESEARCH/0,,contentMDK:22594763 ~pagePK:64165401 ~piPK:64165026
~theSitePK:469382,00.html; “PayPal Enters a Brave New World of Money Disruption.”
WallStreetJournal.June20,2015.http://blogs.wsj.com/moneybeat/2015/07/20/paypal-enters-a-brave-new-
world-of-money-disruption/ hhttp://econ.worldbank.org/external/default/n?theSitePK
=469382contentMDK=22594763menuPK=476752pagePK=64165401piPK
=6416526

7 “Easy Banking: The Simple Strategy.” The Financial Brand. January7, 2013. http://
thefinancialbrand.com/26881/simple-easy-banking-strategy-jm/; “Technology you can
bank on- Lessons a bank based on social media and Web 2.0 can teach the broader
financial services industry.” ComputerWeekly. http://www.computerweekly.com/feature/
Technology-you-can-bank-on; “SmartyPig creates online savings plan to reach a goal.”
USA Today. July 26, 2012. http://usatoday30.usatoday.com/money/economy/story/2012-
07-22/smartypig-social-money-michael-ferrari-jon-gaskell/56369606/1
8 “Investors bank on Lending Club success.” Financial Times. December 14,2014. http://
www.ft.com/intl/cms/s/0/0f0f0430-8173-11e4-a493-00144feabdc0.html#slide0;
Currency Cloud Lets Firms Embed Cross-Border In Their Business.” Forbes. February 4,
2015. http://www.forbes.com/sites/tomgroenfeldt/2015/02/03/
currency-cloud-lets-firms-embed-cross-border-in-their-business/
9 Philippe Gelis. “The Rise of Fintech in Finance.” http://cdn2.hubspot.net/hub/310641/
file-1445626583-pdf/Rise_of_Fintech_in_Finance/Fintech_DEF.pdf?t=1413451665739
10 “The Six-Minute Loan: How Kabbage Is Upending Small Business Lending – And Building
A Very Big Business.”Forbes. May 6, 2015. http://www.forbes.com/sites/
darrendahl/2015/05/06/the-six-minute-loan-how-kabbage-is-upending-small-business-
lending-and-building-a-very-big-business/; Andrew Ling. “Wealthfront - Bringing
personal investing into the digital era.” Open Forum, Harvard Business School. February7,
2015. https://openforum.hbs.org/challenge/understand-digital-transformation-of-
business/why-digital/wealthfront-bringing-personal-investing-into-the-digital-era;
Conner Forrest, Square offers cash advances to businesses through Square Capital,
TechRepublic, February 26, 2015, http://www.techrepublic.com/article/
square-offers-cash-advances-to-businesses-through-square-capital/
19

11 Henk Broeders; Somesh Khanna. “Strategic choices for banks in the digital age.”
MckinseyCo. January 2015. http://www.mckinsey.com/insights/financial_services/
strategic_choices_for_banks_in_the_digital_age
12 “TNS Current Account Switching Index December 2014.” TNS Global, UK. http://www.
tnsglobal.com/sites/default/files/Switching%20index_December14_0.pdf
13 “Life is suite.” The Economist. August8, 2015. http://www.economist.com/news/
business/21660530-hotel-chains-are-thriving-now-thanks-innovation-and-bit-luck-life-
suite?zid=293ah=e50f636873b42369614615ba3c16df4a
14 Cluster analysis was done on the responses by 1,048 executives interviewed for the IBM-
IBV Next generation banking study (n=1060). (The excluded responses are those that
answered the option ‘N/A’ or skipped the questions) Cluster analysis is a statistical
classification technique that groups data or objects (events, people, things, etc.) in such a
way that items in the same group (called a cluster) are more similar (in some sense or
another) to each other than to those in other groups (clusters).
15 “Ranking the Biggest U.S. Banks: A New (Old) Entrant in Top 5.” The Wall Street Journal.
December, 2014. http://blogs.wsj.com/moneybeat/2014/12/10/ranking-the-biggest-u-s-
banks-a-new-old-entrant-in-top-5/; “http://blogs.w gains cohesion with social business
software.”; IBM case study. http://www-03.ibm.com/software/businesscasestudies/us/
en/corp?synkey=V802665K07918J67

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16 Srikanth, RP. “How ICICI Bank is redefining the future of banking with its social strategy.”
Information Week. December 17, 2012. http://www.informationweek.in/informationweek/
news-analysis/177739icici-bank-redefining-future-banking-social-strategy
17 Nicholas Drury; Anthony Lipp; and Anthony Marshall. “Innovating banking: Lessons from
the world’s leading innovators.” IBM Institute of Business Value.
18 “Tangerine adopts IBM MobileFirst strategy -Innovative bank uses IBM PureApplication
System to cut mobile development from six weeks to two.” IBM case study. http://www-
03.ibm.com/software/businesscasestudies/us/en/corp?synkey=G328582M37594P52
19 Nicholas Drury; Allan Harper; Anthony Marshall and Sandipan Sarkar. “Your Cognitive
Future Executive Perspective: Banking and Financial Markets.” IBM Institute of Business
Value.
20 “BBVA’s new venture program looks for financial services innovation.” PE Hub. March 26,
2014. https://www.pehub.com/2014/03/ bbvas-new-venture-program-
looks-for-financial-services-innovation/
21 “Nationwide transforms its core banking, service and business capabilities.” IBM case
study. http://www-01.ibm.com/common/ssi/cgi-bin/
ssialias?infotype=PMsubtype=ABhtmlfid=SPC03448GBEN
22 IBM Institute for Business Value / EIU survey of 1060 global banking executives (n= 1060).
Of the 1060 senior banking executives surveyed, 52 percent of them mentioned that it is
important to link risk management with sustainable and profitable revenue growth.
21

Banking redefined: disruption, transformation and the next generation bank

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