- Able to understand the customer purchasing power and augment internal processes to support customer’s credit requirements
- Move from a siloed customer touchpoint or product mind-set, to a seamless, multi-channel holistic approach
- Create personalized, intelligent offerings outside of the traditional financial needs and expectations
- How to take an Intelligent Automation approach to transformation with value-add data insights and technology in decision-making, core infrastructure, customer experience and beyond
- Identify tools with right capabilities for your organization and ensure initiatives are being maintained, monitored and optimized
- The education, training and change management required for implementation
- New innovative uses for technology and agile product delivery
The global pandemic has been challenging. For financial institutions and insurers, it brought up painful memories of the 2008 financial crisis. And it tested the systems put in place after that crisis. Businesses spent a decade on stress testing and capital rebuilds. The goal was to ensure enough financial resources to weather a downturn. But cash flow pressures and strain on investment portfolios hit hard. This coupled with delayed payments and falling investment demand forced another shift. Financial institutions and insurers had to reimagine their business models — again.
In this session we will examine:
• How digital intelligence can help reduce friction and simplify processes.
• Why you should create personalized customer experiences in a virtual environment.
• How digital workers give time back to human knowledge workers for value-add activities
Digital Transformation has taken the financial services industry by storm. The rise of digital native challenger banks, direct consumer access to markets, and peer-to-peer platforms have created more ways than ever to borrow, save, and grow capital, resulting in heightened customer expectations and market saturation. Organizations are spending billions on enterprise software and investing in employees that will take their business to the next level.
Departments for processes excellence, operational excellence, and digital transformation are commanding more and more attention from executive leadership. And yet, there seems to be a gap between how processes are assumed to operate, how they actually operate, and what effect they are having on an organization's business outcomes. In this session, learn how to move the needle with your process investments by technically linking them to business outcomes, and bringing them straight to the doorstep of LOB personnel.
· Get grounded - Your IT systems and employee interactions have all the information you need to objectively show how your processes are operating in real time.
· Sense the friction - identify bottlenecks, unwanted variations, and extraneous manual work and make sure that you can intercept them as they occur
· Take decisive action - automate where possible, otherwise bring next-best actions with context to line of business personnel
All about the outcomes - make sure that the process improvements have a direct and measurable correlation to the overall company objectives
- Leverage the basic building blocks of capacity modeling to reveal true capacity drivers
- Build tools that enable capacity planning to become an integrated function instead of an isolated routine
- Combine flexibility with specialization to create an agile and responsive workforce