Community
Financial services CIOs have a multitude of options when it comes to automation technologies, constantly bombarded with information and questions about the technologies from vendors, employees, internal stakeholders and customers.
As revealed in Gartner’s 2021 CIO Survey, almost half of banking and investment CIOs (49%) and insurance CIOs (44%) indicated that they will increase their automation investments in 2021. And as vendors and organisations continue to discuss how automation technologies are helping to improve efficiencies and save money, it’s important for financial services CIOs to implement the right technologies for the right reasons.
CIOs responsible for financial services technology modernisation and transformation can utilise the following 4 steps for automation success.
Define the Desired Business Outcome
Before starting any decision about, or implementation of, automation tools, financial services CIOs must have a clear view of the desired business outcome. To arrive at that knowledge, the CIO must work with stakeholders to clearly define the business problem that the organisation needs to solve.
For example, if the firm’s goal is to increase efficiency in their loan application process, it will be important to review the entire process to identify where the pain points exist and what is needed to resolve them.
Once the organisation has collectively agreed on the problem to be solved or the outcome desired, it can determine if the current processes are optimal and, if not, begin to explore what changes need to be made.
Redesign the Process
Before automation tools are chosen, the CIO should redesign the business process so that it will best meet the desired business outcomes. The four redesign options to consider below are not mutually exclusive and can be used in combination.
Once the organisation has mapped the optimal process to resolve the business need, then it can begin to explore whether automation tools can facilitate this new process. The four redesign options include:
Choose Automation Tools by Breaking Down the Process Needs into the Tools’ Underlying Characteristics
Each method of automation possesses unique characteristics that address vastly different business, operational and technology processes. The CIO should ensure employees are involved in understanding the steps that they currently take and ensuring they are asked what they would change if they could.
Once the process has been redesigned, questions on workflow, data and systems need to be asked about the new process to understand the necessary details before considering which forms of automation to implement. For example, questions include:
Workflow:
Data:
Systems:
Assess Business Value Change
Financial CIOs should avoid a common trap of applying traditional metrics related to only costs or efficiency and align the metrics to the desired business outcome. For example, launching a new product may be measured in not just new revenue that is generated, but also in the number of new customers. When the CIO starts with the business outcome goal, the outcome must be measured in several ways to determine the success of both the goal and the automation used to achieve that goal.
Assemble a Portfolio Approach to Automation by Establishing Mixologist Principles
As many technologies have overlapping features, selecting a single right tool for any specific situation is problematic and, in many cases, insufficient. Many of these technologies are pure technologies that lack any financial services content and, therefore, need the organisation to provide the financial services know-how. In reality, this means that it requires a significant amount of internal investment to prepare an organisation for any automation.
Financial services CIOs should build an IT culture that is focused on combining the best possible functionalities from each technology to solve a business problem. CIOs should not look for a home for a single technology solution that the firm thinks it should have, such as AI.
Automation Success is a long-term goal
Automation technologies and packaged solutions can provide tremendous capabilities to a bank, investment firm or insurance company. However, the organisation’s success will fall short of the potential if it does not have a clear view of the needed outcome or adopts a “plug and play” approach. Simply automating a step in a process without a thorough review or redesign of the process is a short-term fix, requiring more work and more money later.
By utilising these steps as a guide, CIOs responsible for technology modernisation and transformation can successfully implement the right technologies for the right reasons.
This content is provided by an external author without editing by Finextra. It expresses the views and opinions of the author.
Ellison Anne Williams CEO at Enveil
30 October
Damien Dugauquier Co-Founder & CEO at iPiD
Kyrylo Reitor Chief Marketing Officer at International Fintech Business
Prashant Bhardwaj Innovation Manager at Crif
Welcome to Finextra. We use cookies to help us to deliver our services. You may change your preferences at our Cookie Centre.
Please read our Privacy Policy.