Despite its advanced digitalization, the retail banking operating model is based on the same foundations as it was 30 years ago: a sales front, a back office handling operations, with a few specialized middle managers providing the link for complex issues.
Organization and processes, information systems and human resources are still organized according to this dichotomy between front and back, compartmentalizing operations and limiting the ability to respond quickly and smoothly to customer needs.
Yet new technologies are shattering the front/back boundary, enabling us to respond to customers in real time, automatically, with enormous productivity implications.
Tomorrow's operating model will involve a general hybridization in its conception, mobilizing skills in design thinking, innovation, data, AI, positive impact, cultural transformation.
- Because we need to start from scratch, our thinking needs to be open to the outside world: taking into account the customer's perspective, learning expeditions in fintech and other sectors to take stock of operational models, technologies (data, AI, RPA, blockchain) and their level of maturity.
- To build a model that is consistent with the target revenue/services model and relationship model, it will be necessary to involve representatives from operations, data and IT, as well as channels and marketing,
- HR teams will be closely involved, given the major impact of the new model on overall workload, skills and employee support.
- Finance teams will also be asked to contribute to the investment trajectory.
- Finally, this new model will have to prove its positive impact: relevance to the bank's raison d'être, ecological footprint, social footprint (jobs, employability, PSR).
To successfully combine these skills, a method is required. First of all, we need to set up small, multi-disciplinary teams, 100% dedicated to the task, who will be united by having shared their visions and skills beforehand. These teams will then work within the framework of a customer-centric design thinking approach, resulting in MVPs. The result will be a new, comprehensive, coherent, high-performance operational model.
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