Community
Community banks need to innovate. Most of us accept that. Too much is changing around us, too many other players are jumping on our turf. Regulators seem out to strangle us. And customers demand more and more.
Community banks need to be strategic and tactical about innovation. Innovation should be driven by corporate strategy. It should be carried out as part of a tactical plan to address business goals.
But in practice, where on earth are we going to start? What are our priorities? The business strategy should be able to answer this question in theory. But we’re not sure what problems we can throw technology at. We don't know which ones need capital, where we need organizational change, and so on.
For most people, "innovation” means technology. So let’s focus on that, with perhaps some risk management and operations thrown in.
Five major innovation priorities
Every bank is different of course. But there are some common themes that I hear over and over again as I talk to community bankers. Here are my top five:
This is a pretty good list to start with. It offers a number of ways we can better use technology, and operational capabilities in order to innovate. This may include new technologies, or at least new technology partners. It may even include new servicing partners. Or it may be reassessing how we use what we already have.
Note: I did not include in this list of priorities experimentation with new technologies. Blockchain is going to be very important. But it isn’t your job to figure out how. Artificial intelligence will most certainly have a part to play in your future. But it is a means to an end, not an end in itself.
Some community banks will experiment with new technologies: there is nothing wrong with that. But we should not confuse this with strategic innovation. Its goal is to use available technology and services to address urgent business imperatives.
Let’s take a closer look at each of these priorities, and see how innovation might be brought to bear on them. In subsequent posts, I’ll dig into these more deeply.
Countering the effects of squeezed net interest margins
There are three basic ways to address revenue reduction from lower interest margins.
These may be completely new business areas for a bank. If so they involve far more than just some technology. Risk and compliance, operations, and servicing considerations can all be quite complex. The right ways for increasing Non-Interest Income will vary for each bank. This will depend on experience, capabilities and customer base. But it is becoming increasingly vital for banks to explore new sources.
Meeting Growing Customer Demands
Consumers are demanding greater convenience, functionality and responsiveness from their banks. So also are the businesses they run. Most community banks have online and mobile capabilities. But they are often quite limited functionally. So customers are turning to larger banks and non-traditional channels for some of their banking needs.
One of the largest areas of FinTech focus has been on customer-facing apps. As the more mature apps develop, they are becoming easier to integrate into existing mobile and online products. They warrant exploration. Each bank knows its own customer base and should be able to identify some key priorities for retaining customers. You may also see potential for differentiating themselves enough to gain new customers.
Working with Core Banking Vendors
This is a tough area, particularly for banks with older systems. Core banking systems tend to be very closed in nature. Vendors have little incentive to help their customers with integration of new technology capabilities. As a result, it can be difficult to use technology to enable differentiation.
This is changing, albeit slowly. The vendors will still want to keep control of their customer base. But they are starting to embrace innovation through partnerships with FinTech.
Bank innovation does not require replacement of the core banking system. There are companies setting out to create open and flexible core systems (such as Mambu and the even more ambitious VaultOS). But they have a long way to go before community banks will be able to replace existing vendors. Fortunately, most innovation doesn’t involve changes to the basic functions of banking.
The most important thing is to engage in dialogue with your core banking vendor. This may be either directly or through your system integrator. They may already have new capabilities that meet your requirements. If not, though, they may be interested in partnering with FinTech companies that provide what you’re looking for. They may also welcome you making the introduction.
Meeting Ever-Growing Regulatory Demands
The cost of regulation as a percentage of total operating cost is growing for everyone, but even more so for smaller community banks. This is one of the most promising areas for innovation. A couple of examples:
Addressing Cyber-Security Concerns
Protecting customer transactions and private data is of the highest priority for banks. This is driven by concern about reputational risk from data breaches, potential for fraud losses, sanctions from the CFPB, and simply doing the right thing. Then, despite a bank’s best efforts, incidents are still going to occur. It is also critically important to plan for incident response. This can minimize damage and ensure transparent communication.
The problem is that this is a complex area. Most community banks cannot afford to have a dedicated information security team. Even a small team may lack the breadth and depth necessary to address all Cyber-Security risks. In this case, innovation may be more about choosing the right partners than using the right technology.
Conclusion
All the major areas of concern require innovative solutions. Innovation may involve new technologies, old technologies used in a new way, organization change, or the selection of specialist partners. The most important thing is to drive innovation strategically. You must choose priority areas of focus, and then clearly define the business problem to be solved.
In future posts, I will delve deeper into some of these priority areas, since we’ve only scratched the surface here. I’ll also discuss some specific solution-selection approaches. These will include technology scans, innovation challenges, and FinTech immersion programs.
This content is provided by an external author without editing by Finextra. It expresses the views and opinions of the author.
Arthur Azizov CEO at B2BINPAY
20 December
Sonali Patil Cloud Solution Architect at TCS
Retired Member
Andrew Ducker Payments Consulting at Icon Solutions
19 December
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