SBG Securities FinTech Conference 7 June Standard Bank Group CIO

Transcription

1 SBG Securities FinTech Conference 7 June 2018 Standard Bank Group CIO

2 Discussion points 1 Changing customer needs & impact on us 2 How have we responded thus far? 3 What is our next? 4 Our strategic outlook 5 Moving forward 6 Closing remarks

3 Changing customer demands

4 Changing customer behaviors and instincts Anywhere, anytime, always on 24/7 Customers banking on mobile 90% services and transactions mobile & online Customers want superior omni-channel delivery Instant Gratification Seamless payments and money transfers New social norms Peer-2-peer business models & co-creation

5 Our ability to respond

6 Our modernization & digital journey Old New Branch-centric, face-to-face interaction model All products / services online and on mobile with selfservice platforms available 24/7 Bank built around products Integrated offering to access all services 40+ year old systems mainly running batch processes Modern platforms with real-time processing & analysis Lack of agility in adapting to change with manual, paper intensive processes Greater standardization, agility & simplicity with automated, digitized processes Inability to easily interface with new or external systems Modular systems with clear integration paths Costly and difficult to support and maintain Standardized building blocks which can be reused

7 Addressing the technology operational backbone

8 Our Core Banking Operational backbone Both the SAP Core Banking and Finacle Core Banking programmes have been completed The programmes have transitioned into a businessas-usual construct to maintain and extract value from the new platforms Finacle Temenos The journeys delivered modernized, simplified and standardized core banking platforms across the Standard Bank landscape SAP Significant milestone and a key enabler to deliver a digitized universal financial services organization

9 Our transformation journey over the years laid a solid foundation 53% decrease in system mean-time-to-repair Decommissioned 114 applications, 3022 servers, 385 databases, 25 IT solutions Time to market has decreased by more than 50% in some areas Increased delivery predictability through new ways of working (nwow) OHI organizational health improvement Best practice reference for Agile@Scale observed within the market Increased efficiencies in IT delivery including tighter management of IT costs with a shift to in-house, self managed teams

10 Delivering customer solutions

11 Delivering to BUSINESS markets BOL (Business Online) integration into the core platforms of financial institutions, as well as customer payment platforms is helping enable the DebiCheck initiative within SA Sino-Connect offering on BOL allows for Chinese based corporates to manage their cash operations for treasuries domiciled in various countries in Africa Continuous BOL enhancements to functionality, e.g. BOL mobile app, Request for Quote FX payments capability, single ERP integration to initiate payments & collections across multiple countries, etc. emarket Trader provides a Single Dealer Platform at various levels of evolution; live in 16 countries across 70 global currencies

12 Delivering to PERSONAL markets Universal SBG Mobile platform rolled out to RSA, 10 Africa Region countries as well as Isle of Man and Jersey Seamless integration with companion apps, e.g. Online Share Trading, Shyft, Wealth 360, etc. Sign in once with a single SBG digital ID and biometrics to access all relevant SBG solutions from PBB, CIB, Wealth and Liberty Leader in digital engagement (log-on & transaction frequency higher than SA average), with more than 5 million value transactions per month on Mobile

13 Digital transformation roadmap

14 Customer Experience Increasing NPS Traditional Transformed Digital business transformation roadmap Integrated Experience Customer gets an integrated (simulated) experience despite complex operations Strong design and UX Rich mobile experience including purchasing products Future Ready Both innovative and low cost Great customer experience Modular and agile Data is a strategic asset Ecosystems ready Silos and Spaghetti Product driven Complex landscape of processes, system and data Perform via heroics Industrialized Plug and play products/services Service enabled crown jewels One way to do each key task Single source of truth Traditional Transformed Operational Efficiency Improving Operating Margins Source: MIT CISR

15 Customer Experience Increasing NPS Traditional Transformed Digital business transformation roadmap - pathways 2 Integrated Experience Customer gets an (simulated) Integrated experience despite complex Operations Strong design and UX Rich mobile experience including Purchasing products 3 Future Ready Both innovative and low cost Great customer experience Modular and agile Data is a strategic asset Ecosystems ready 4 Silos and Spaghetti Product driven Complex landscape of processes, System and data Perform via heroics Industrialized Plug and play products/services Service enabled 1 crown jewels One way to do each key task Single source of truth Traditional Transformed Operational Efficiency Improving Operating Margins Source: MIT CISR

16 Changing nature of the environment - TECHNOLOGY

17 Changing nature of the environment - MARKET DYNAMICS New Market Entrants Platform Players

18 Making a Quantum Shift IT moves from enabling the business to INSPIRING the business

19 Strategic outlook

20 Strategic intent

21 Moving forward

22 Moving forward Customer centricity Creating a digital Universal Financial Services Organization Data driven organization Leverage AI / Robotics Customer journeys Banking as a platform and ecosystem Leverage data to inform, personalize and serve Automate and streamline

23 Moving forward Partner centric Financial Services Organization Best place to work 155-year old startup mindset Expose capabilities via standard APIs Engaged employees Agile, DevOps, Lean (nwow)

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