Embracing the Transformative Wave: Banking Trends in 2024 Welcome to the heart of 2024, where the banking landscape is evolving at an unprecedented pace, fueled by technological advancements and changing consumer behaviors. In this era of rapid change, staying ahead of the curve is not just advantageous—it's essential for banking professionals. Let's explore the key trends shaping banking today and how they're reshaping the industry's future. 1. Digital Revolution: The way we bank has fundamentally changed with the rise of digital channels. From intuitive mobile apps to AI-powered chatbots, technology is redefining the customer experience, offering unparalleled convenience and personalization. As banking professionals, embracing digital tools isn't just about staying relevant; it's about enhancing customer engagement and operational efficiency. 2. Data Analytics and AI: Data has become the lifeblood of banking, empowering institutions to glean valuable insights into customer behavior and market trends. With AI and machine learning, banks can leverage data analytics to inform decision-making, manage risks, and tailor products and services with pinpoint accuracy. By harnessing the power of data, we're not only driving innovation but also unlocking new avenues for growth. 3. Cybersecurity and Privacy: As digitalization accelerates, so do the threats of cyber attacks and data breaches. Protecting customer data and ensuring robust cybersecurity measures are paramount concerns for banks in 2024. By investing in state-of-the-art security technologies and adopting proactive risk management strategies, we can fortify our systems and earn the trust of our customers. 4. Collaborative Ecosystems: Collaboration is key in modern banking, as institutions seek strategic partnerships with fintech startups, tech giants, and other ecosystem players. By forging alliances and embracing open banking principles, banks can deliver seamless, integrated solutions that cater to the diverse needs of today's digitally savvy consumers. 5. Sustainable Banking: With increased awareness of environmental and social issues, there's a growing demand for sustainable banking solutions that align with ethical practices. Banks play a pivotal role in driving positive change by integrating environmental, social, and governance (ESG) criteria into their operations and offerings. By embracing sustainability, we're not just mitigating risks but also creating long-term value for society and the planet. In conclusion, the future of banking is filled with promise, driven by innovation, collaboration, and an unwavering commitment to customer-centricity. As we navigate this ever-evolving landscape, let's embrace change with courage and agility, leveraging technology to make a meaningful impact and shape a brighter tomorrow for the banking industry and beyond. #Banking #Fintech #DigitalTransformation #AI #Cybersecurity #Sustainability #LinkedInArticle
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The Impact of Technology on New Business Models in Banking 💡 In the past, the banking value chain was fully integrated and closed to external parties. This means that banks developed their own software, did not share data and only rarely collaborated with third parties on banking-related initiatives. The banking value chain will be transformed into a more open ecosystem where banks collaborate with third parties and distribute their services through new channels using innovative technologies. Banks that adapt will gain reach and new revenue streams, while third parties will gain access to previously closed banking services that they can integrate into new offerings. As regulated entities, banks will need to ensure regulatory compliance and client data security, which will require new investments. State-of-the-art IT infrastructure, efficient banking processes and synergies within the value chain will continue to be indispensable in the future. Some principles that will shape the banking business models: 🔹 The first principle is the increasing openness of the banking business. The future banking value chain will be more open and shaped by more parties than just banks. Opportunities will multiply when the bank’s services are offered to a larger number of partners. 🔹 The second principle is the nature of this openness. Collaboration between banks and third parties usually starts with data. Data sharing is also reciprocal – it is hard to imagine requesting data from a third party and at the same time refusing to share data with that third party. A bank that is already exchanging data with a third party will of course have the opportunity to cooperate in terms of services. We can identify 3 distinct business models: 👨💻 In an enriched in-house model, banks that wish to focus on better serving existing customers can become users of third-party data and services. They would position themselves in the user role, using technology provided by others. The degree of openness begins with the sourcing of data and continues with the use of services. 🤝 In a partnering model, banks that have a more advanced technology platform can share their technology with third parties, become their partners, and thus reach new clients. The degree of openness can start with data and continue through modular financial offerings in embedded finance to a full BaaS provider. 🌐 In an open model, banks may wish to distribute their services not only through partners, but also offer them to a broader set of potential clients. The relationship with B2B clients would shift from direct to indirect. This model could potentially have the greatest impact, depending on the reach of the marketplace. Source: Episode Six (E6) - https://bit.ly/46V4G0g #Fintech #Banking #OpenBanking #EmbeddedFinance #API #BaaS #FinancialServices #Payments #Loans #OpenData #Cloud #SaaS
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#Banks globally have seen record profits over the past two years, what will 2025 look like for the sector? And how should #financialservices firms respond to narrowing net interest margins? Check out some of the key takeaways from our #bankingpredictions2025 report! #digitalbanking #conversationalAI #payments #bankingproducts
✨ Our 2025 banking predictions are live! In 2025, a double whammy of continued decline in customer experience quality and worsening profitability will hit banks. Banking executives must double down on product and service innovation. In 2025, we foresee that: 👉 Conversational banking will finally take off. 2025 will be a breakthrough year for conversational banking: Leaders will use AI capabilities to make their in-app bots smarter and more useful to customers. Features such as helping customers navigate the app, providing assistance, and offering personalized financial guidance will become more common. Banks will need to design their conversational assistants well, implement AI governance, and invest in rearchitecting their conversational AI systems to mitigate implementation risks. 👉 Deposit innovation will emerge, by way of “save now, pay later.” The adoption of “save now, pay later” (SNPL), also known as “save now, buy later,” has been growing in countries like India, offering customers an alternative way to earn returns on their savings. Its uptake in Western markets has been limited so far, however. We anticipate that Klarna’s new SNPL offering will inspire other companies with robust merchant ecosystems to introduce SNPL options in Western markets. With intense competition for customers’ savings, banks must innovate and explore new solutions to provide economic value. Failing to do so could lead to being left behind, as we’ve seen with the “buy now, pay later” trend. 👉 Real-time processing will become the norm but won’t drive innovation on its own. By 2025, real-time processing will be the default worldwide for financial transactions such as payments, funding, open banking, fraud assessment, and cross-border money movement, but its widespread adoption won’t immediately lead to innovative products and CX improvements. Financial institutions need to prioritize the development of value-added products and services on top of real-time infrastructure to meet customer expectations, gain a competitive edge, and shape the future of real-time processing. 📄 Read our full Predictions 2025: Banking report to get more detail about each of these predictions and read additional predictions. 🔗 (client access required): https://lnkd.in/dcA7zPPn 🎁 If you aren’t yet a client, you can download our complimentary Predictions guides, which cover more of our top predictions for 2025. Get additional complimentary resources, including webinars, on the Predictions 2025 hub. 🔗 https://lnkd.in/dDAaWf7w Set up a Forrester inquiry or guidance session to discuss these predictions or plan out your 2025 strategy. #financialservices #digitalbanking #banking #CX #innovation #forresterpredictions2025
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3 examples of innovative banking business models: 🔹 From enriched in-house 🔹 To partnership 🔹 To open models. Digitally-powered innovation is progressively evolving business models in Financial Services, enabling new approaches to value creation and offering growth options for banking leaders based on the specific positioning, organisational set-up, regulatory environment, capabilities, and corporate culture of their institutions. #BusinessModel #BankingInnovation #DigitalTransformation
The Impact of Technology on New Business Models in Banking Three distinct business models: – In an enriched in-house model, banks that wish to focus on better serving existing customers can become users of third-party data and services. They would position themselves in the user role, using technology provided by others. The degree of openness begins with the sourcing of data (e.g., enriched transaction data) and continues with the use of services (e.g., analytics or specialized services such as investments). At the extreme, a bank could decide to outsource its banking technology completely and become a BaaS user focused solely on advising customers. – In a partnering model, banks that have a more advanced technology platform can share their technology with third parties, become their partners, and thus reach new clients. They become a banking technology provider. The degree of openness can start with data (e.g., with premium, paid APIs) and continue through modular financial offerings in embedded finance to a full BaaS provider. Ultimately, due to competitive forces, only a small number of BaaS providers will succeed due to the effects of economies of scale. – In an open model, banks may wish to distribute their services not only through selected partners, but also offer them to a broader set of potential clients, for example through a marketplace. In this case, the relationship with B2B clients would shift from direct (as seen in the partnering model) to indirect through the marketplace. This model could potentially have the greatest impact, depending on the reach of the marketplace. It also presents new challenges, such as the influence and bargaining power of such a marketplace. Similar to BaaS providers, only the most successful players would succeed in such a model, as the level of competition and transparency in such a setup is extremely high. Every bank should ask itself a number of questions, such as: What type of business model is the right fit for us and our end clients? Can we use our existing technology, or do we need to completely rethink it? Do we want to work with partners and how far do we want to go? Do we have the capabilities to do embedded finance? How do we manage new risks? etc. For some banks, these changes in their business model will mean a transformation from a closed, integrated ecosystem to a software business with a banking license. Such a big step requires organizational transformation, strong software development capabilities and an entrepreneurial spirit – qualities that have so far been more commonly associated with tech companies rather than with banks. In addition, incumbents must accomplish this transformation while still wearing a very tight regulatory corset, a disadvantage often not shared by nimbler Fintechs and TechFins 👉 Subscribe for more insights https://lnkd.in/d94JgWBU Source Six Group #fintech #payments #banking Leda Florian Alex Ali
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Agree Sam Boboev "Every bank should ask itself a number of questions, such as: What type of business model is the right fit for us and our end clients? Can we use our existing technology, or do we need to completely rethink it? Do we want to work with partners and how far do we want to go? Do we have the capabilities to do embedded finance? How do we manage new risks? etc." #fintech #banking #payments #digitaltransformation
The Impact of Technology on New Business Models in Banking Three distinct business models: – In an enriched in-house model, banks that wish to focus on better serving existing customers can become users of third-party data and services. They would position themselves in the user role, using technology provided by others. The degree of openness begins with the sourcing of data (e.g., enriched transaction data) and continues with the use of services (e.g., analytics or specialized services such as investments). At the extreme, a bank could decide to outsource its banking technology completely and become a BaaS user focused solely on advising customers. – In a partnering model, banks that have a more advanced technology platform can share their technology with third parties, become their partners, and thus reach new clients. They become a banking technology provider. The degree of openness can start with data (e.g., with premium, paid APIs) and continue through modular financial offerings in embedded finance to a full BaaS provider. Ultimately, due to competitive forces, only a small number of BaaS providers will succeed due to the effects of economies of scale. – In an open model, banks may wish to distribute their services not only through selected partners, but also offer them to a broader set of potential clients, for example through a marketplace. In this case, the relationship with B2B clients would shift from direct (as seen in the partnering model) to indirect through the marketplace. This model could potentially have the greatest impact, depending on the reach of the marketplace. It also presents new challenges, such as the influence and bargaining power of such a marketplace. Similar to BaaS providers, only the most successful players would succeed in such a model, as the level of competition and transparency in such a setup is extremely high. Every bank should ask itself a number of questions, such as: What type of business model is the right fit for us and our end clients? Can we use our existing technology, or do we need to completely rethink it? Do we want to work with partners and how far do we want to go? Do we have the capabilities to do embedded finance? How do we manage new risks? etc. For some banks, these changes in their business model will mean a transformation from a closed, integrated ecosystem to a software business with a banking license. Such a big step requires organizational transformation, strong software development capabilities and an entrepreneurial spirit – qualities that have so far been more commonly associated with tech companies rather than with banks. In addition, incumbents must accomplish this transformation while still wearing a very tight regulatory corset, a disadvantage often not shared by nimbler Fintechs and TechFins 👉 Subscribe for more insights https://lnkd.in/d94JgWBU Source Six Group #fintech #payments #banking Leda Florian Alex Ali
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Revolutionizing the Financial Landscape E-banking, the digital counterpart to traditional banking, is transforming the financial sector with its innovative approach and customer-centric solutions. As the demand for seamless digital experiences grows, e-banks are leading the charge in redefining the future of banking. Unveiling the Essence of E-Banks E-banks, also known as digital banks or neobanks, operate exclusively online, offering a range of financial services without the need for physical branches. By leveraging cutting-edge technology and user-friendly interfaces, these banks provide customers with convenient access to banking services anytime, anywhere. Key Attributes and Offerings E-banks differentiate themselves through their agility, cost-effectiveness, and personalized offerings. With features like high-interest savings accounts, low-fee transactions, and intuitive mobile applications, they cater to the evolving needs of modern consumers. Furthermore, e-banks often collaborate with fintech partners to integrate additional services such as budgeting tools, investment platforms, and digital wallets into their ecosystems. Advantages Driving Adoption The rise of e-banking is fueled by several factors, including enhanced accessibility, lower costs, and heightened security. By eliminating geographical constraints and reducing overhead expenses associated with physical infrastructure, e-banks can offer competitive interest rates and superior customer experiences. Navigating Challenges, Embracing Opportunities While e-banks face challenges such as regulatory compliance and cybersecurity risks, they also present vast opportunities for growth and innovation. Regulatory authorities are adapting frameworks to accommodate the digital banking landscape, fostering a conducive environment for innovation and market expansion. Additionally, advancements in technologies like artificial intelligence and blockchain are opening new avenues for enhancing operational efficiency and delivering tailored financial solutions. Outlook: Shaping the Future of Banking As digital adoption continues to accelerate, e-banks are poised to play a pivotal role in shaping the future of banking. Their ability to deliver seamless, personalized experiences will drive greater financial inclusion and empower individuals and businesses worldwide. By embracing regulatory compliance, strengthening cybersecurity measures, and fostering trust among stakeholders, e-banks can capitalize on emerging opportunities and solidify their position as key players in the global financial ecosystem. In summary, e-banking represents a paradigm shift in the banking industry, offering unparalleled convenience, efficiency, and innovation. As we navigate the digital age, e-banks stand at the forefront of driving meaningful change, revolutionizing the way we manage our finances and interact with financial services.
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The Impact of Technology on New Business Models in Banking Three distinct business models: – In an enriched in-house model, banks that wish to focus on better serving existing customers can become users of third-party data and services. They would position themselves in the user role, using technology provided by others. The degree of openness begins with the sourcing of data (e.g., enriched transaction data) and continues with the use of services (e.g., analytics or specialized services such as investments). At the extreme, a bank could decide to outsource its banking technology completely and become a BaaS user focused solely on advising customers. – In a partnering model, banks that have a more advanced technology platform can share their technology with third parties, become their partners, and thus reach new clients. They become a banking technology provider. The degree of openness can start with data (e.g., with premium, paid APIs) and continue through modular financial offerings in embedded finance to a full BaaS provider. Ultimately, due to competitive forces, only a small number of BaaS providers will succeed due to the effects of economies of scale. – In an open model, banks may wish to distribute their services not only through selected partners, but also offer them to a broader set of potential clients, for example through a marketplace. In this case, the relationship with B2B clients would shift from direct (as seen in the partnering model) to indirect through the marketplace. This model could potentially have the greatest impact, depending on the reach of the marketplace. It also presents new challenges, such as the influence and bargaining power of such a marketplace. Similar to BaaS providers, only the most successful players would succeed in such a model, as the level of competition and transparency in such a setup is extremely high. Every bank should ask itself a number of questions, such as: What type of business model is the right fit for us and our end clients? Can we use our existing technology, or do we need to completely rethink it? Do we want to work with partners and how far do we want to go? Do we have the capabilities to do embedded finance? How do we manage new risks? etc. For some banks, these changes in their business model will mean a transformation from a closed, integrated ecosystem to a software business with a banking license. Such a big step requires organizational transformation, strong software development capabilities and an entrepreneurial spirit – qualities that have so far been more commonly associated with tech companies rather than with banks. In addition, incumbents must accomplish this transformation while still wearing a very tight regulatory corset, a disadvantage often not shared by nimbler Fintechs and TechFins 👉Subscribe for more insights https://lnkd.in/d94JgWBU Source Six Group #fintech #payments #banking Prasanna Marcel Richard Panagiotis Tony Efi Nicolas Arjun Dr Ritesh
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The Impact of Technology on New Business Models in Banking Three distinct business models: – In an enriched in-house model, banks that wish to focus on better serving existing customers can become users of third-party data and services. They would position themselves in the user role, using technology provided by others. The degree of openness begins with the sourcing of data (e.g., enriched transaction data) and continues with the use of services (e.g., analytics or specialized services such as investments). At the extreme, a bank could decide to outsource its banking technology completely and become a BaaS user focused solely on advising customers. – In a partnering model, banks that have a more advanced technology platform can share their technology with third parties, become their partners, and thus reach new clients. They become a banking technology provider. The degree of openness can start with data (e.g., with premium, paid APIs) and continue through modular financial offerings in embedded finance to a full BaaS provider. Ultimately, due to competitive forces, only a small number of BaaS providers will succeed due to the effects of economies of scale. – In an open model, banks may wish to distribute their services not only through selected partners, but also offer them to a broader set of potential clients, for example through a marketplace. In this case, the relationship with B2B clients would shift from direct (as seen in the partnering model) to indirect through the marketplace. This model could potentially have the greatest impact, depending on the reach of the marketplace. It also presents new challenges, such as the influence and bargaining power of such a marketplace. Similar to BaaS providers, only the most successful players would succeed in such a model, as the level of competition and transparency in such a setup is extremely high. Every bank should ask itself a number of questions, such as: What type of business model is the right fit for us and our end clients? Can we use our existing technology, or do we need to completely rethink it? Do we want to work with partners and how far do we want to go? Do we have the capabilities to do embedded finance? How do we manage new risks? etc. For some banks, these changes in their business model will mean a transformation from a closed, integrated ecosystem to a software business with a banking license. Such a big step requires organizational transformation, strong software development capabilities and an entrepreneurial spirit – qualities that have so far been more commonly associated with tech companies rather than with banks. In addition, incumbents must accomplish this transformation while still wearing a very tight regulatory corset, a disadvantage often not shared by nimbler Fintechs and TechFins 👉 Subscribe for more insights https://lnkd.in/d94JgWBU Source Six Group #fintech #payments #banking Leda Florian Alex Ali
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📊 Digital Banking 2025: Balancing Growth, Trust, and Technology The global banking sector is undergoing a seismic shift. By 2026, 4.2 billion people—more than half the global population—will rely on digital banking services. Yet, with 95% of digital challenger banks unprofitable, it’s clear that sustainable growth is more challenging than rapid adoption. Deloitte Digital’s insightful report, “Winning in the Era of Digital Banking,” offers six imperatives to not only survive but thrive in this transformative era. Six Data-Driven Strategies to Lead in Digital Banking: 1️⃣ Customer Strategy & Segmentation: • 61% of customers are open to switching to digital-only banks, but trust and personalisation are key. • Leading players use data-driven insights to tailor offerings to niche needs, such as travel financing or health-payment solutions, while retaining broad market appeal. 2️⃣ Brand, Experience & Proposition: • Gamified experiences boost engagement by up to 700%, while hybrid models (digital simplicity + human touch for complexity) keep customers loyal. • Millennials (29%) prefer digital account setups, while Baby Boomers (33%) still value in-person financial advice for high-stakes decisions. 3️⃣ Business Model Innovation: • Only 15-20% of digital-only bank customers are considered “active,” and annual revenue per customer often struggles to reach double digits. • Innovative strategies, such as high-yield interest rates (5%+), can drive loyalty and meaningful customer engagement. 4️⃣ Operating Model Design: • Agile, cross-functional teams reduce silos and accelerate product launches, while low-code/no-code platforms enable quicker MVP rollouts. • Success stories include banks with autonomous vertical teams driving P&L-focused innovation. 5️⃣ Risk & Compliance Strategy: • 88% of customers re-engage with brands they trust, yet digital-only banks face hurdles in perception of reliability. • Heightened regulatory scrutiny demands robust KYC and fraud prevention frameworks, ensuring compliance without slowing innovation. 6️⃣ Technology Infrastructure: • Cloud-native systems with 2/3 reusability across markets are revolutionising scalability and speed-to-market. • Modular, low-code platforms not only reduce operating costs but also enable faster deployment of customer-centric features. As digital banking continues to evolve, the opportunities are immense, but so are the challenges. 💬 What strategies or innovations do you think will have the most impact on the future of digital banking? –– Many thanks to Deloitte Digital for the insights. Read more: https://lnkd.in/evUGMMJ7 #DigitalBanking #Fintech #Strategy #Innovation
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✨ Our 2025 banking predictions are live! In 2025, a double whammy of continued decline in customer experience quality and worsening profitability will hit banks. Banking executives must double down on product and service innovation. In 2025, we foresee that: 👉 Conversational banking will finally take off. 2025 will be a breakthrough year for conversational banking: Leaders will use AI capabilities to make their in-app bots smarter and more useful to customers. Features such as helping customers navigate the app, providing assistance, and offering personalized financial guidance will become more common. Banks will need to design their conversational assistants well, implement AI governance, and invest in rearchitecting their conversational AI systems to mitigate implementation risks. 👉 Deposit innovation will emerge, by way of “save now, pay later.” The adoption of “save now, pay later” (SNPL), also known as “save now, buy later,” has been growing in countries like India, offering customers an alternative way to earn returns on their savings. Its uptake in Western markets has been limited so far, however. We anticipate that Klarna’s new SNPL offering will inspire other companies with robust merchant ecosystems to introduce SNPL options in Western markets. With intense competition for customers’ savings, banks must innovate and explore new solutions to provide economic value. Failing to do so could lead to being left behind, as we’ve seen with the “buy now, pay later” trend. 👉 Real-time processing will become the norm but won’t drive innovation on its own. By 2025, real-time processing will be the default worldwide for financial transactions such as payments, funding, open banking, fraud assessment, and cross-border money movement, but its widespread adoption won’t immediately lead to innovative products and CX improvements. Financial institutions need to prioritize the development of value-added products and services on top of real-time infrastructure to meet customer expectations, gain a competitive edge, and shape the future of real-time processing. 📄 Read our full Predictions 2025: Banking report to get more detail about each of these predictions and read additional predictions. 🔗 (client access required): https://lnkd.in/dcA7zPPn 🎁 If you aren’t yet a client, you can download our complimentary Predictions guides, which cover more of our top predictions for 2025. Get additional complimentary resources, including webinars, on the Predictions 2025 hub. 🔗 https://lnkd.in/dDAaWf7w Set up a Forrester inquiry or guidance session to discuss these predictions or plan out your 2025 strategy. #financialservices #digitalbanking #banking #CX #innovation #forresterpredictions2025
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Core Banking: Breaking Ground Without Breaking The Bank 💡 Many banks have faced challenges related to existing legacy core systems and have applied short-term solutions. But we’re at a tipping point as disruption becomes the name of the game and competitors constantly find new ways to gain a competitive edge. Banks are aggressively investing to modernize their core and their entire technology stack. For banks that are on the fence about investing, here are some reasons they should consider acting now—or potentially risk missing out on new opportunities: 💳 Legacy core banking systems can no longer keep up with consumer product innovation: Products and features such as saving pockets, smart interest rate credit cards, real-time payment processing, real-time consumer spending analytics, real-time marketing offerings, and real-time fraud detection are all in focus for forward-thinking banks. 👨💻 Legacy core operational challenges will further mandate modernization for banks: Legacy core providers are spreading the word that they will no longer support first- generation mainframe solutions in the years to come. ☁️ The investment required for digital innovation is high, but returns can be diminishing: Many peripheral systems, such as online banking, customer onboarding, and contact center servicing, have already undergone modernization efforts toward cloud-native solutions. Acknowledging the need for a modern core—or at least to move forward from the legacy core—is not the central challenge for banks. Instead, a bank must decide how to move forward and implement a new core that’s curated and designed for its goals, helps achieve business outcomes, and solves organizational challenges. 🔹 Legacy powered vs. greenfield powered: Whether legacy or modern peripheral capabilities will support the core. 🔹 The world your customers live in during transition: How to handle legacy customers and legacy products. 🔹 The financial sense of it all: Prioritization of revenue generation and cost optimization across the IT and business landscape. 🔹 The people impact: Appetite for business operating model change. 🔹 Organizational appetite for change: Moving fast or slower depending on the bank’s risk appetite. 🔹 Regulatory posture resulting from the legacy core: Prioritization of outcomes needed to improve the bank’s ability to address challenges. We’ve seen three popular emerging paths: a traditional migration, a dual-core coexistence, and an “on the edge” banking transformation. The path a bank chooses can help enable pragmatic, lasting modernization for front- and back-office experiences and solve near-term systems integration and infrastructure challenges. There’s a rationale for each path—but the choice depends on an organization’s goals. Source: Deloitte - https://t.ly/bj3Ln #Innovation #Fintech #Banking #OpenBanking #API #FinancialServices #CoreBanking #Payments #Lending #Cloud #Tech #Strategy
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