Next generation banking

Digital transformation  
 
 
en förutsättning för att  
lyckas i den mobila kanalen
Krister Rydmark
Director Financial Services Capgemini!
Richard Trojmar
Mobile Business Manager Nordics IBM

‹#›Copyright © Capgemini 2014. All Rights Reserved
Next Generation Banking - Capgemini-IBM 2014-05-20.pptx
With 130,000 employees in more than 40 countries, Capgemini is one of the world's
foremost providers of consulting, technology and outsourcing services
With over 131 000 people in over 40 countries we have a strong global presence
• Revenue 2013: € 10,1 billion
• Head office: Paris, France
We are divided into four disciplines
and six sectors
Manufacturing
Energy, Utilities &  
Chemicals
Telecom,
Media & Entertainment
Financial Services
Public Sector
Our Mission & Vision
• Our Mission: Enabling Transformation
• Our Vision: Enabling Freedom
• We advise and support you in
transforming your organisation, from
strategy through to execution
• We provide innovative solutions
supported by our deep sector and
functional expertise Outsourcing
Services
Technology 
Services
Local
Professional
Services
(Sogeti)
5%
40% 40%
15%
Business Mix, by revenue
Our business mix enables us to
deliver integrated solutions
Consumer Products,  
Retail & Distribution
TechnologyServices
OutsourcingServices
LocalprofessionalServices
CapgeminiConsulting
Consulting
Services

What is Digital Transformation?
3
DIGITAL
TRANSFORMATION
IS
THE
USE
OF

DIGITAL
TECHNOLOGIES
TO
RADICALLY

IMPROVE
PERFORMANCE
OR
REACH
OF

ENTERPRISES
Since
3
years,
Capgemini
Consulting
and
MIT
Sloan
School
run
a
joint
research
program
to

identify
how
digital
leaders
manage
-‐
or
have
managed
successful
digital
journeys
Key
publications
from
our

research
with

the
MIT
We
publish
our
Digital

Transformation
Review
In
addition,
we
develop
point
of
views

and
papers
on
Digital
Transformation

sub
topics

Introduction to Digital Transformation
▪ We are already seeing the signs of this transition:
▪ Startups
are
emerging
who
can
envision
and
implement
new
products
and
new
working
and
collaboration
behaviors

▪ Digital
natives
are
clamoring
for
change
in
their
employers
and
in
the
companies
they
buy
from

▪ Some
companies,
even
hundred-‐year-‐old
firms
with
billions
in
revenues,
are
starting
to
engage
in
digital
transformation
“We are now in the midst of a third revolution: digital”
Steam
Power
led

to

industrialization
Electrification
led

to
innovation

such
as
assembly

line
Digital
led
to
re-‐
envision

processes,

capabilities
and

products
Two major technology-driven
revolutions have changed the
nature of business and society in
the past two centuries
The one at the top today, will not be
the same at the end

A majority of companies (65%) are currently Digital Beginners ...
• Strong
overarching
digital
vision

• Good
governance

• Many
digital
initiatives
generating

business
value
in
measurable

ways

• Strong
digital
culture
• Overarching
digital
vision
exists,

but
may
be
underdeveloped

• Few
advanced
digital
features,

but
traditional
capabilities
may
be

• Strong
governance
cross
silos

• Taking
active
steps
to
build
digital

skills
and
culture
• Management
skeptical
of
the

business
value
of
advanced
digital

technologies

• May
be
carrying
out
some

experiments

• Immature
digital
culture
• Many
advanced
digital
features

(such
as
social,
mobile)...

• ...
but
in
silos

• No
overarching
vision

• Underdeveloped
coordination

• Digital
culture
may
exist
in
silos
D
i
g
i
t
a
l
i
n
t
e
n
s
i
t
y
T
r
a
n
s
f
o
r
m
a
ti
o
n
m
a
n
a
g
e
m
e
FASHIONISTAS
BEGINNERS
DIGIRATI
CONSERVATIVES
65%
6%
14%
15%

Some industries are more mature than others, but there are also many
exceptions when comparing individual companies
Banking
Consumer

Packaged
Goods Insurance
Pharmaceuticals
Retail
High

Technology
Telecoms
Travel
and

hospitality
Utilities
Telcos

• Fast
to
launch
digital
initiatives
• Need
to
integrate
and
align
initiatives
across

silos

Insurers

• Strong
digital
governance
capabilities,
but

cautious
to
investing
• Regulatory
worries
and
a
risk-‐averse
culture
Manufacturers
&
Automotive

• See
less
opportunity
/
threat
in
digital

transformation
• Need
a
transformative
digital
vision
and
the

leadership
drive
Retailers

• Strong
in
social
and
mobile
• Need
to
focus
on
cross-‐channel

consistency,
worker
enablement

and
analytics
Banking

• Early
adopter
of
online
services
and

multi-‐channel
development

• Loosing
ground
due
to
process-‐
and

backend
system
complexity
Manufacturing
&

Automotive

…but every industry has firms that have already begun to gain the
benefits of digital transformation
Percentage of firms in each industry by quadrant.
“Digital
Beginners
in

any
industry
are

several
years
from

gaining
the
digital

maturity
that
their

Digirati
competitors

already
possess"

Digitally-mature companies have significantly better financial performance* in terms
of revenue generation, profitability and market valuation
+6% +9%
-4% -10%
Basket
of
indicators:

• Revenue
/
Employee

• Fixed
Asset
Turnover
Revenue Generation
Efficiency
-11% +26%
-24% +9%
Basket
of
indicators:

• EBIT
Margin

• Net
Profit
Margin
Profitability
-12% +12%
-7% +7%
Basket
of
indicators:

• Tobin’s
Q
Ratio

• Price
/
book
ratio
Market Valuation
*
Average
performance
difference
for
firms
in
each
quadrant
versus
the
average
performance
of
all
large
firms
in
the
same

industry
for
the
184
publicly-‐traded
companies
in
our
sample

The way they
engage customers
The way they work  
and operate
Their strategy and
business model
Digital Leaders have a common DNA
Customer
Experience
Operational
Excellence
Business
model
Vision incorporates 
Strategic assets
Focus on the  
“How” more  
than the “What”
Driven from the top
Common
characteristics
of

digital
leaders
Digital
Leaders
are
changing
business
model,

customer
experience
and
operations

Capgemini has collected leading Digital Banking examples
Customer
understanding
through digital
channels
Customer
analytics
Use of mobile
channels with
customers
Use of social
media with
customers
Worker
enablement
Process
digitization
Cross-channel,
self-service,
personalized
experience
Business

insights
Easy
Bank

Tu
cuentas

«
Compass
virtual
banker
»

(USA)Finest
Online
Finest
Online
Quick
Deposit

Quick
Pay
Best
Self

Service

Bank
«
Real-‐time
processing

«
Apple
iPad/iPhone

«
Google
Cloud

«
Customer
Assistant
Lola
»

Tablet

Banking

Application
!Using
Social

Media

Virtual

Operations

Business

Intelligence

Alior
Sync
-‐
Virtual
Bank
Crowd-‐sourced
credit
card

Mobile
based

personalized

offers
!PremiaT
–

Online

Community

Online
Facebook
Integration
!Online
Collaboration

–
The
Wall

!PremiaT
-‐
Mobile

Geopositioning

Social

Media

Credit

Card

Remote

mobile

check

deposit
IPhone
voice

recognition
and

assistance

Customer

Analytics
Video
chat
with

representatives

Capgemini has collected leading Digital Banking examples
Customer
understanding
through digital
channels
Customer
analytics
Use of mobile
channels with
customers
Use of social
media with
customers
Worker
enablement
Process
digitization
Cross-channel,
self-service,
personalized
experience
Business

insights
Easy
Bank

Tu
cuentas

«
Compass
virtual
banker
»

(USA)Finest
Online
Finest
Online
Quick
Deposit

Quick
Pay
Best
Self

Service

Bank
«
Real-‐time
processing

«
Apple
iPad/iPhone

«
Google
Cloud

«
Customer
Assistant
Lola
»

Tablet

Banking

Application
!Using
Social

Media

Virtual

Operations

Business

Intelligence

Alior
Sync
-‐
Virtual
Bank
Crowd-‐sourced
credit
card

Mobile
based

personalized

offers
!PremiaT
–

Online

Community

Online
Facebook
Integration
!Online
Collaboration

–
The
Wall

!PremiaT
-‐
Mobile

Geopositioning

Social

Media

Credit

Card

Remote

mobile

check

deposit
IPhone
voice

recognition
and

assistance

Customer

Analytics
Video
chat
with

representatives
Use of mobile
channels with
customers
!PremiaT
-‐
Mobile

Geopositioning

“la
Caixa”-‐
PremiaT,
the
first
online
community

from
a
financial
operator
that
allows

businesses
to
advertise
promotions

!
New
model
never
seen
before
in
the
financial

sector,

brings
together
its
card
customers,

merchant
customers,
online
banking
and

mobile
banking
services

!

Lyckad mobilstrategi = 
 
Att komma så nära som du knappt vågat
drömma om…

Mobile
App
Cracking
Is
Widespread
Source:
Arxan
State
of
Security
in
the
App
Economy:
“Mobile
Apps
under
Attack”
report
(2012).
Based
on
identifying
and
reviewing
hacked
versions
of
top

iOS
and
Android
apps
from
third-‐party
sites
outside
of
official
app
stores

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Cross-Platform
Development 
and Testing
GPS &  
Geo-fencing
Direct Update
Push  
Notifications
Rapid
backend 
integration
Offline support
& Data sync
Security
Mobile Application
Platform
Apps
30%
70%
Remote
Disable
App 
distribution
Authentication
Single Signon
App  
version 
management
Logging & 
Problem 
determination
Analytics

‹#›
Mobile
IBM MobileFirst enterprise life cycle solutions
Operationalize
Integrated DevOps!
for Mobile
Instrumentera
Analys
Managera
Lansera
Integrera
Utveckla
Testa!
Scanna & Certifiera
Design

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