Research

clear
clear

Latest Results from /regulation

Report

Will banks use digital security as a post-pandemic differentiator?

Banks large and small, old and new, have come a long way in a short amount of time. Prior to the pandemic there wasn't a bank or financial services provider worth their salt who did not have some kind of digitalisation strategy as a core part of their operations planning. The onset of the COVID-19 pandemic catapulted banks and their clientele into instantaneous cashlessness, forcing many organisations and customers to adapt at speed. A year and a half on, how much of this urgent transition will remain permanent is a key indicator of financial organisations’ success in responding to an unprecedented situation. Furthermore, whether the key pillars of trust and security upheld by banks have not only survived but positively thrived such that they stand taller and prouder, will be a key differentiator in a thoroughly modern banking landscape. These factors will illustrate how consumers and the industry have truly evolved as a result of unimaginable change. We take a pulse on these themes and questions by interviewing senior experts at several banking service providers across Europe and Asia. Download your copy of this Finextra report, produced in association with Feedzai, to learn more.

376 downloads

Report

The Future of Digital Banking in Asia 2022

After the 2008 crisis, the financial services industry faced low interest rates, low credit growth, increased regulation, increased compliance requirements and a lack of trust from customers. This paved the way for banks in Asia to dominate the sector, surpassing the European and US banks that were formerly the largest by assets in the world. The financial crisis and the Asian boom threatened the traditional financial services industry and allowed fintech startups and platform-based companies, that prioritised competition to provide better services for the retail consumer, flourished. Alongside consumers opting to forego visits to bank branches, the more innovative players in banking focused their digital transformation efforts on the utilisation of information technology and big data to offer digital payments and advisory services. The speed at which these digital technologies were adopted was at a remarkable rate and this continued to accelerate amid the Covid-19 pandemic. Of course, Asia was ahead of the curve. While financial players in the region exhibited true disruption and extended banking services to previously underbanked segments of the population, traditional institutions on other continents were left with potentially obsolete legacy technologies, unable to serve the customers they had. To thrive in the future, incumbent banks must keep pace with the fintech newcomers and Big Tech players that have already started to gain market share in Asia. They can do so by leveraging application programming interfaces (APIs) which have enabled faster payments, simplified unbundling of services and improved data sharing for open banking. Also, cloud computing has supported the storage and sharing of data with the aim of improving customer experience and financial accounting in areas such as payments and credit scoring. Integration with mobile devices and digital wallets is equally crucial. In Asia, payment apps serve billions of users across the e-commerce, chat, delivery, food ordering and ride hailing industries. Globally, although Visa and Mastercard retain their lead in the transaction space, the likes of PayPal, Apple and Google are blossoming in the financial services industry. Further, as usage of cash declines, interest in digital currencies is increasing – with Alipay and WeChat Pay facilitating the introduction of cryptocurrencies and stablecoins in the corporate market. Banks now recognise that the route to digital transformation starts with digital payments and digital currencies, and the evolution of digital banking in Asia provides the blueprint for other regions searching for successful paths to innovation. This Finextra report, The Future of Digital Banking in Asia, in association with Infosys Finacle and OneSpan, explores these themes with commentary from Citi, DBS, livi bank, and Mox Bank.

1017 downloads

Report

Sustainable Finance Live - Supply Chain Traceability: Better Data, Lower Risk

A Visual Record from the Sustainable Finance Live workshops 1 - 2 December 2021 Finextra and Responsible Risk have come together for a thoughtprovoking series of experiential events, welcoming banking and technology ecosystems to collaborate on enabling a wave of change. In 2019, leading banks and the United Nations launched the Principles for Responsible Banking, with 130 banks collectively holding $47 trillion in assets, or one third of the global banking sector, signing up. In line with these Principles, banks committed to strategically align their business with the goals of the Paris Agreement on Climate Change and the Sustainable Development Goals, bolstering their contribution to the achievement of both endeavours. However, this huge volume of capital is trickling from behind a dam created by uncertainty from lack of data, taxonomies, schemas, reporting and products, which, somehow, is robust enough to satisfy the risk register of financial institutions. However, as a result, a lack of confidence around viable options for investing in sustainable initiatives permeates. The solution? Supply chain traceability - yielding dynamic, trustworthy, and secure data from complex supply chains - is required for investors to deliver on the promise of Environmental, Social, and Governance (ESG). Download a Visual Record of the event below to find out more.

79 downloads

Report

Future-Ready Payments Solutions: Remaining competitive with reusable technology

Over fifty years ago, when the original payment pioneers built electronic funds transfer (EFT) platforms to enable card services, they had a single use in mind. Reliable and secure card payments were achieved, but the architecture was so closely bound to card transactions that it is now becoming incompatible with today’s colourful payment universe.  As mobile and contactless payments, Quick Response (QR) codes, digital currencies, Request to Pay (R2P), Real-Time Payments (RTP), Buy-Now-Pay-Later (BNPL) and peer-to-peer (P2P) payment applications take off, banks are forced to build separate in-house silos, in order to process these new payment types. Given a plethora of dedicated systems are already in place to process cash, cheque and card payments, management of these silos and ‘add-ons’ is becoming a complex undertaking. Forward-looking banks are tackling this challenge by deploying modern payments platforms that are comprised of a set of re-useable services. These have the capacity to not only consolidate numerous payment schemes onto a single platform, but they can also future-proof businesses by facilitating easy adoption of new payment types. As the payments race heats up – and banks wrestle with the emergence of new digital currencies, payment instruments, funding methods and payment types – those with the most agile, secure, and reusable platform will be rewarded with a strong competitive edge and improved margins from being able to control when, how deeply and how long to take part in any new payments venture. Download your copy of this Finextra impact study, produced in association with Diebold Nixdorf, to learn more.

788 downloads

Report

Don’t go extinct - How Wealth Managers can remain relevant

Transformation drivers and actions to prioritise Until recently, the wealth management industry in the UK has been largely homogeneous, with most traditional firms offering similar products and services to similar customers under similar business models. Fintech has been chipping away at these norms for a few years, but even in 2021, traditional wealth managers with rudimentary digital tools still dominate the market.  However, the pace of change has accelerated in the last year.  Newcomers are arriving in droves with engaging customer experiences, new technology and convergent services that address the historical limitations of the wealth industry, while opening new doors to new opportunities.  Now Covid-19 has put the industry into the spotlight, exposing some enduring weaknesses and highlighting the need for modernisation.  In a post-pandemic world, wealth management companies that are willing to innovate will begin to pull sharply away from those that are stuck in the past. Everyone hoping to remain relevant in this space - banks, advisory firms, asset managers, investment managers and technology providers - must be ready to drive transformation or risk extinction.  Download your copy of this Finextra impact study, produced in association with Cognizant, to learn more.   

336 downloads

Report

The Future of ESGTech 2022

Employing Data to Deliver on the UN's SDGs The unrealised potential for data to serve fertile, yet dormant, use cases is limitless. Therefore, empowering the reclaiming and repurposing of data is paramount if data is to lead to all people living in peace and prosperity. This endeavour has not progressed due to the entities holding data being unwilling to exchange data over concerns around data protection and security or the prioritisation of the desire to capture direct returns on investment. Others may also be reluctant to share data in hope they gain market power or competitive advantage. In financial services, this has not been the case. With the second Payments Services Directive or PSD2, banks are required to open access to data and share with other organisations. This has increased transparency of pricing, improved security through authentication and verification and encouraged banks to use application programming interfaces (APIs) for this disclosure of information. This shift to a digital economy will continue and will result in an attraction to a platform where financial data can be used to offer value-added services to other industries. One example would be open finance, an API-enabled offering, now facilitates the sharing of financial products, data, and services between independent parties, going beyond the regulatory requirements set out around open banking. By utilising APIs, financial institutions can implement open finance solutions to offer people greater product choice and control over their finances and data. Repurposing different types of data can amplify the impact of data on economic, environmental, or cultural development, can help fill information gaps and cultivate new perspectives. However, the world is behind schedule on achieving the United Nations’ Sustainable Development Goals. This report will focus on specific targets, however, not all, and consider how environmental, social and governance (ESG) data can be utilised by financial institutions and fintech firms to achieve the SDGs and ensure global communities can migrate to a circular global economy.

620 downloads

Report

The Future of Wealth Management 2022

A sector at the beginning of its digital renaissance. Increased digitisation of goods and services throughout the 2010s gathered pace long before Covid-19 turned the global outlook on its head. The pandemic served only to reaffirm this shift to digital as a matter of urgency.    The wealth management sector was not spared the upheaval; however, it appears to be emerging from the crisis with an invigorated sense of progress.    The disruptive forces of digitisation and Covid-19 are now joined by a groundswell of consumer expectation. This is clearly witnessed in the soaring uptake of retail investment tools and applications, greater access to financial instruments and widespread revolt against the traditional inaccessibility of financial services.  This report, the Future of Wealth Management 2021 with interviews from Accenture, Coutts, Hargreaves Lansdown, Nutmeg, Oxford Risk, Tilney Smith & Williamson, and UBS Global Wealth Management will explore the forces currently shaping the industry. It will examine not only what these forces are, but how and why they form the structural foundation for a sector which is at the very beginning of its digital renaissance.

1111 downloads

Report

Addressing the Poverty Premium: A data-led approach

Poverty premium is a term that means so much more than being charged more for certain products and lack of credit history; it can also equate to digital exclusion. With an increasing focus on environmental, social and governance (ESG) agenda, banks do not wish to be seen to be as socially irresponsible. Regulators and authorities are increasingly turning their attention to these issues as well, understanding that the poverty premium is a roadblock to regional and national economic progress. Banks therefore need to find ways to offer more nuanced services, so that fair banking is open and accessible to everyone. And this ultimately works to their advantage as well. Not all of the demographic that is let down by digital services is poor - think millennials without a credit history, or older baby boomers who aren’t digitally savvy- but by being unbanked or excluded from the system, can easily follow a downward spiral and end up badly off. There is scope and opportunity for banks to provide digital educational and coaching services as well, to bring people on board, better educate them and of course, avoid certain pitfalls. With shrewd capturing, processing and analysis of data and technology, banks can take the lead by addressing the tired bias that exists in traditional credit decisioning models against certain credentials or attributes, which is often a result of programming by human bias. Through open banking and shared data, particularly as this theme trickles into other sectors such as energy, insurance and healthcare, fintech startups and neobanks are already driving change in this respect. Download your copy of this Finextra white paper, produced in association with Cognizant, to learn more.

296 downloads

Report

Five Factors to consider when building Operational Resilience

The term resilience is receiving a significant amount of airtime in 2021. While the pandemic certainly pulled into focus the need for resilient systems across financial services, the push toward financial resilience was first born in response to the 2008 financial crisis. Since 2008, focus has shifted toward building resilience across operations in the financial services sector, by assessing vital business functions, setting levels of tolerance that these functions can withstand, and testing the tolerances at regular intervals. The Basel Committee on Banking Supervision defines operational resilience as the ability of a bank to deliver critical operations through disruption. This ability enables a bank to: Identify and protect itself from threats and potential failures; Respond and adapt to – as well as recover and learn from – disruptive events. Unlike typical risk management or more traditional compliance-based approaches, when it comes to operational resilience, banks should assume that disruptions will occur – and consider their overall risk appetite and tolerance for disruption. In the context of operational resilience, the Committee defines tolerance for disruption as the level of disruption from any type of operational risk a bank is willing to accept, given a range of severe but plausible scenarios. While the ability to predict which areas are likely to cause disruptions was once the purview of a human supervisor, given the shift to digital operations, it is only logical that firms employ tools such as artificial intelligence (AI) and machine learning (ML) to identify patterns and risks within an institutions’ complex technology systems. This Finextra impact study, in association with BMC, outlines five key considerations that financial institutions must be aware of, ahead of impending regulatory deadlines, as well as the technology-based solutions available to assist them in building a robust and compliant operational resilience strategy.

252 downloads

Report

Cost of doing business as usual or an avoidable drain on margin?

Operational loss events related to Execution, Delivery and Process Management (EDPM), and Clients, Products and Business Processes (CPBP) can represent the most financially damaging losses for banks.  Yet these often fly under the radar of more PR-friendly talk around cybercrime, money laundering and fraud defences.  There is relentless pressure for revenue growth, client acquisition and flow. But margin is just as important, if not more so. Every operational loss event that occurs because lessons have not been learned from previous failures, is a direct and significant hit to margin.    While risk management departments might be aware of the scale of the problem, how many people working in data reconciliations, operations or IT could tell you the average cost of a loss event? How much focus is being directed from the board and C-suite to make sure that operations have what they need to improve data quality and flow, introduce intelligent automation and remove manual touchpoints and opportunities for failure?   This Finextra white paper, produced in association with SmartStream Technologies, examines what more can be done to translate operational risk measurement into operational and financial margin improvements, and the barriers to overcome.

193 downloads

Report

Stemming the tide of Social Engineering Scams with Behavioural Insights

Fraud and cybercrime are always on the increase, evading the latest security conventions and morphing into a different approach, following the money. In the same way, banks and financial organisations worldwide need to continuously respond and adapt. Global events create new trends and directions for fraudsters to exploit and the recent Coronavirus pandemic is no different.   Social engineering fraud has gripped the industry in the last year and in particular, phone and business email scams seem to be resulting in the highest losses; indeed, according to the US Federal Trade Commission, 77% of fraud complaints reported by consumers in the US involved contact by phone.   In the UK, it is more commonly referred to as Authorised Push Payment (APP) fraud, and while measures have been introduced, such as the Contingent Reimbursement Model (CRM) code and Confirmation of Payee, to protect consumers and to detect and prevent scams and illicit funds transfers, more needs to be done in the UK, and globally.   The good news is banks can access and utilise increasingly sophisticated technology and expertise to meet the fraudsters’ aptitude, analysing behaviour patterns, for example, to uncover social engineering scams. Behavioural insights can be used to inform new strategies and respond to attacks in real-time where other security controls have failed.   With large losses becoming increasingly publicised, and hence reputation brought into question, the industry must respond, and it is incumbent upon all players to collaborate and be proactive around accountability and prevention.   This research paper from Finextra, in association with BioCatch, explores the recent uptick in social engineering attacks globally, and how banks can respond using the latest technology and security measures.

223 downloads

Report

From Surviving to Thriving: Digital Customer Engagement beyond Video Conferencing

During the Covid-19 pandemic, and ensuing national lockdowns, one of the key challenges for financial services professionals involved in customer or client advisory has been ensuring a smooth digital migration – and that consumers are adequately served via video conferencing solutions. Now that the industry has largely adjusted to this ‘new normal’, it is time for those across the retail, private banking, and insurance sectors to think about how to further upscale their online customer journey, client service, and Know-Your-Customer (KYC) processes, by adopting an innovative, omnichannel, digital customer engagement solution. By providing easier online access to financial guidance and advice for existing clientele, financial players assume a more customer-centric approach, which can result in improved customer retention, increased revenues, and maintenance of marketshare. Download this Finextra impact study, in association with Unblu, to learn more.

206 downloads

Report

Responding to Lending Disruption

Building an ecosystem and new business models. The lending market has been ripe for disruption for some time - and now COVID-19 has exposed the laggards, brought innovators to the fore, and accelerated trends that were already in motion. The global pandemic also highlights just how important lending is – it is critical to keep the economy going - and how lenders need to be responsive in a crisis. Disrupters are making existing processes better (or revamping/replacing them altogether), creating new business models, and targeting new customer segments. In these unprecedented times, traditional lenders need to respond and future-proof their business. Maintaining the status quo is not an option. On the demand side, consumers now have higher expectations of their lenders. After months of lockdown and moving their lives online, consumers expect the same convenience from their lenders as they get with Amazon, Netflix or Zoom. The user experience should be slick, decisions quick, and delivery instant. As banks respond to the disruption in the lending market, and learn from the fintech companies that do this better, they will also have to adjust to the new normal of working remotely. All banks have had massive increases in customer queries as the effects of the pandemic have taken hold. In the UK, for example, the government introduced measures that meant individuals could take a payment holiday of up to six months on their mortgages and other personal finance products. Lenders were inundated with requests, and some found their legacy systems creaking at the seams. While some lenders have struggled, the pandemic is also providing opportunities for nimble plays. Fintech company Kabbage, for example, created a gift certificate programme to help small businesses with their cash flow to tide them over through the worst of the pandemic. Businesses can sell gift certificates through Kabbage Payments, which can be redeemed at any time, with the funds deposited in their accounts the next working day. Last year Kabbage announced a tie-up with Facebook so that businesses could get a wider audience for their certificates by listing them on the social media platform. Download your copy of this Finextra white paper, produced in association with FIS, to learn more.

604 downloads

Report

The Future of Payments 2021

The Road to Successful Digital Transformation. Every player that operates within the intricate ecosystem of financial services is at a tipping point. The pandemic deeply entrenched the digital agenda, especially for payments, and financial institutions recognise that the effects of Covid-19 are likely to have a permanent impact on the industry. Tink1 found that 74% of European banks see an increased need to enhance their digital services, and 65% believe that banks must increase their speed of innovation. This immense pressure to digitise is being played out across the globe, as regulators and industry bodies scramble to expedite timelines for the modernisation of payments systems. On top of this, technology firms and fintech startups have never been more innovative, leaping into action to capitalise on the opportunity the pandemic presented and shepherd financial services into the new digital world. Embedded finance is answering the demands of consumers, and incumbents are eager not to lose their footing by investing heavily to innovate and evolve. Open banking has taken hold in several jurisdictions, and in certain circumstances, is flourishing into the more expansive open finance. Ultimate success will depend on fundamental impediments such as incumbent banking cooperation, consent mechanisms, and concerns around privacy being managed or removed. Certainty around digital identity is predicted to bolster not only the momentum toward open finance, but to build on the capabilities required to deliver a central bank digital currency. 2020’s upheaval of brick-and-mortar retail led to the soaring uptake of e-commerce and a shift in payment trends, as contactless transactions became the norm. While the efficiencies of this new digital world have been exponential, criminal activity has naturally followed, and financial institutions are having to protect customers from sophisticated fraudsters. New forms of crypto assets further complicate the situation, especially as regulators attempt to balance the need to regulate alongside the need to foster innovation, all the while attempting to protect consumers from new forms of harm. The opportunities, however, are myriad in nature. The seemingly unquenchable appetite for the potential new technologies hold payments modernisation appears to be outpacing the historically risk-averse financial services sector. With expert views from Banking Circle, Nuvei, and Thunes, in this report, you will learn from industry leaders about the events and trends defining global payments into 2021 and beyond. The report includes insights from BNY Mellon, Citi, Deutsche Bank, ING, J.P. Morgan, Metro Bank, Nationwide Building Society, Open Banking Implementation Entity, Plaid, Rabobank, Raiffeisen Bank International, Société Générale, and SWIFT.

1436 downloads

Report

The advantage of Machine Learning in preventing fraud

Accurately identifying customer behavioural trends and proactively preventing payments fraud and other criminal activity at the outset can be done with machine learning. Ingesting tens of thousands of complex signals and analysing patterns to monitor activity is more effective than blocking transactions based on hard-coded and antiquated rules. Fraudsters can learn to circumvent these, and trusted users are put at risk, which is why embedded machine learning algorithms can be valuable. Download this Finextra impact study, in association with Sift, to learn about: Payments fraud and how machine learning is being leveraged today, Account takeover fraud, the biggest future threat to banks, and Synthetic ID fraud, the next opportunity for machine learning.

390 downloads