Navigating the Maze of Legacy IT Landscape of Banks - Exploring Four Approaches

Banks struggle to balance modernization with the limitations of legacy systems. While no single approach dominates, considerations like a bank's size, goals, and risk tolerance will shape their transformation strategy. Success hinges on not just technology, but also effective change management and adaptability within the organization.

Banks today face a critical challenge: how to evolve and thrive in a rapidly digitizing landscape while grappling with the inertia of their often aging, complex legacy systems.

In a recent LinkedIn poll, I asked my community about the best approaches for banks to handle legacy technologies. While none of the three options (gradual modernization, complete overhaul, or ecosystem integration) emerged as a clear favorite, there was a general dislike for the idea of a complete overhaul. This article reflects the valuable insights shared by several contributors, with special thanks to Ewan MacLeod for suggesting the Greenfield Approach.

Charting the Course: Considerations for a Successful Transformation

The optimal approach for each bank depends on a unique blend of factors, including size, risk appetite, budget, strategic goals, and the complexity of their legacy system. Careful consideration of the benefits, challenges, and pitfalls presented by each approach is crucial for informed decision-making. While gradual modernization might suit larger banks prioritizing stability, smaller, more agile players might favor greenfield development. Ecosystem integration offers a collaborative avenue, but complete overhauls require meticulous planning and significant resources.

Let’s have a look at the 4 approaches

1️⃣ Gradual Modernization - Minimizing Disruption with Measured Steps

The gradual modernization approach prioritizes a measured climb, tackling key areas like customer-facing applications or core processes in stages. This strategy offers the advantage of minimizing disruption to ongoing operations and the customer experience. It leverages existing investments in legacy systems, allowing for targeted improvements in areas with demonstrably high impact. However, this measured approach can be a slow and piecemeal process, potentially hindering overall effectiveness. Integration issues may arise between new and old systems, and perpetuating outdated functionalities can hinder the adoption of truly innovative solutions. The pitfalls of this approach lie in a lack of a clear long-term vision, leading to a patchwork of solutions without synergy, and delaying crucial upgrades, which can render the bank less competitive in the long run.

Many incumbent banks are following the path of gradual modernization, such as Deutsche Bank, Barclays Bank, or Citibank.

2️⃣ Bold Overhaul - Embracing a Future Unburdened by the Past

The complete overhaul approach takes a more audacious path, aiming for a clean slate by replacing the entire technology stack with modern, integrated systems. This bold move unlocks several benefits, including fostering agility, scalability, and future-proof technology. Streamlined operations and potential long-term cost reductions are alluring prospects. However, this disruptive and resource-intensive process carries significant implementation risks, with high upfront costs and the potential for delays and budget overruns. The loss of institutional knowledge and expertise embedded in legacy systems also presents a challenge. Poor planning and execution can lead to chaos and operational downtime, while neglecting employee training and change management can breed resistance and hamper adoption.

Some incumbent banks, such as the Commonwealth Bank of Australia, are known for successful bold overhauls, albeit at very high costs, while others, like Deutsche Bank, didn’t succeed.

3️⃣ Collaboration for Innovation: Harnessing the Power of the Ecosystem

Instead of a complete overhaul, the ecosystem integration approach focuses on weaving legacy systems into a broader digital tapestry. This strategy leverages the expertise and innovative solutions of fintech partners, enabling faster time-to-market for new features and functionalities. It allows banks to utilize their existing legacy systems while adding modern capabilities. However, finding compatible partners with secure and reliable solutions is crucial. Managing data security and privacy concerns when integrating with external systems presents another challenge. Potential vendor lock-in and dependence on external partners must also be carefully considered. This approach can stumble if clear governance and collaboration frameworks are not established, leading to confusion and inefficiencies. Overreliance on external solutions can weaken internal development capabilities.

Spanish BBVA and Singaporean DBS are well-known banks pursuing an ecosystem strategy.

BBVA is recognized as a pioneer in open banking and boasts a successful ecosystem approach. Their robust API platform has spurred numerous fintech partnerships, fostering innovation in their customer offerings. While specifics may evolve, BBVA's commitment to collaboration positions them as a driving force in shaping the future of finance.

DBS boasts one of the most comprehensive and accessible API platforms in the banking industry, with over 200 APIs spanning various financial services. Their dedicated focus on collaboration and developer enablement has made them a leader in open banking, particularly within the Asia-Pacific region.

4️⃣ Building a Greenfield Bank: Unburdened by History, Empowered by the Future

The greenfield development approach takes the most radical path, starting from scratch to build a new technology infrastructure, free from the constraints of legacy systems. This offers unparalleled flexibility and scalability, allowing banks to design systems tailored to their specific needs. It fosters a culture of innovation and agility from the ground up. However, this significant undertaking requires substantial upfront investments and carries the risk of abandoning past investments. Banks may lack the institutional knowledge and expertise needed to build and maintain complex systems, and this approach often carries a longer implementation timeframe compared to others. Ignoring lessons learned from legacy systems can lead to repeating past mistakes, and underestimating the complexity of building and integrating entirely new systems from scratch is a significant pitfall.

When I consider examples like Revolut, Starling, J.P. Morgan's Marcus, Commerzbank's ComDirect, or Deutsche Bank's Bank 24, among others, my takeaway is this: a Greenfield approach works well for startups, but there's no track record for incumbents.

Beyond Technology: The Human Factor in Transformation

It is vital to remember that transformation is not solely about technology. Effective change management, cultural shifts, and employee training are essential for the successful adoption of any approach. By addressing these human factors alongside the technological considerations, banks can ensure a smooth and successful journey towards a future-proofed financial institution.

A Dynamic Journey

Transforming a bank with legacy technology is a complex and multifaceted endeavor. Each approach offers unique advantages and drawbacks, and the ideal path depends on individual circumstances. By carefully considering their specific needs and resources, banks can navigate the maze of transformation and emerge as agile, future-proof institutions in the ever-evolving financial landscape. Remember, the journey is dynamic, and continuous evaluation and adaptation are crucial for navigating the twists and turns towards a successful future.

🔗 LinkedIn poll: https://bit.ly/3UhV6RM

https://FrankSchwabSpeaks.com

Published in DigitalTransformation, CoreBanking, banking, transformation, technology, legacy on 09.02.2024 11:33 Uhr. 0 comments • Comment here

'Why Do Strategies of Banks Fail?' - Poll with Surprising Results

The failure of banking strategies stems from a combination of factors, including leadership issues, a lack of alignment between strategy formulation and execution, and challenges in adapting to industry evolution. Understanding the core functions of banking, setting realistic goals, and fostering a culture of innovation are vital steps toward sustainable success in an ever-changing financial landscape.

Last week, based on some desktop research and reading books such as 'Successful Strategy Execution' by Michel Syrett and 'The Space Between Strategy and Execution' by Gregg Harden, I asked my dear colleagues about

'Why Do Strategies of Banks Fail?‘

Literature suggests that 60 to 70% of all strategies fail due to poor execution.

This aligns with the poll results (78 participants), indicating that only 22% of failures stem from the wrong strategy and 78% for other reasons.

Nevertheless, the various comprehensive and insightful comments from 18 senior people from four continents, including academia, experienced consultants, and current & former CEOs & board members of banks, surprised me.

Here are my 8 key takeaways on ‚why bank strategies fail‘, drawn from all the valuable comments:

1️⃣ Evolutionary Forces in Banking

The banking and finance industry undergoes significant evolutionary forces, marked by non-physical products, high competition, and escalating costs. Ulrich Cartellieri's 1990 assessment of German banking as the "steel branch of the 1990s" resonates today. With up to 50% more bank branches than gasoline stations, questions arise about the need for such proliferation in a digitized era.

2️⃣ Strategy Formulation and Execution Gap

The challenge lies not in lacking awareness or foresight among decision-makers but in bridging the gap between formulating and executing strategies. Alignment in understanding, ownership, accountability, incentives, and corporate culture is crucial for successful implementation.

3️⃣ Missing Ownership and Incentives

Strategies falter when those tasked with execution lack a deep understanding and ownership. Incentives play a pivotal role, aligning personal goals with organizational objectives. Without the right motivations, even well-intentioned strategies can fail.

4️⃣ Lost Core Business Focus

Failure occurs when banks deviate from the core of a functioning business model. For instance, neglecting payments, a core function, can jeopardize consumer and merchant retention. The importance of focusing on the essential aspects of banking cannot be overstated.

5️⃣ Unrealistic Profit Goals

Prioritizing unrealistic profit goals over a sustainable risk portfolio is a recipe for failure. Striking a balance between profitability and risk management is crucial for the long-term health of a bank.

6️⃣ Implementation Challenges

Even well-crafted strategies can falter due to challenges in implementation. Banks may excel in devising strategies but struggle with the practical aspects of bringing them to life, including project management, resource allocation, and change management.

7️⃣ Poor Leadership and Communication

Leadership, from the top to middle management and front-line employees, plays a key role in strategy execution. Communication gaps and a lack of understanding at different levels can lead to poor implementation.

8️⃣ Lack of Consistency

Consistency is crucial for successful strategy implementation. Shifting strategies due to leadership changes or lack of continuity can impede progress. Successful strategies often have clear objectives that remain unchanged throughout their execution.

📌 Conclusion

In conclusion, the failure of banking strategies stems from a combination of factors, including leadership issues, a lack of alignment between strategy formulation and execution, and challenges in adapting to industry evolution. Understanding the core functions of banking, setting realistic goals, and fostering a culture of innovation are vital steps toward sustainable success in an ever-changing financial landscape.

To the (closed) poll here on LinkedIn: https://bit.ly/429OxCD

🙏🏻 Thank you for your comments

Christopher Schmitz Clare Walsh Ewan MacLeod

Gerald Faust Hans Radtke Henri de Jong

Jim Marous Julian Mattes Karl Ivo Sokolov

Kęstutis Gardžiulis Khaled Abbas Matthias Kröner

Michael Harte Rajeev Kakar Rene Gruner

Robert Caplehorn Tim H. Wolf Wössner

https://FrankSchwabSpeaks.com

Published in banking, strategy, transformation, failures on 19.01.2024 17:00 Uhr. 0 comments • Comment here

7 Reasons Why Strategy Implementations Fail in Banks

Conclusion: Even if a bank's strategy is future-proof, there are numerous reasons why its implementation could fail. Avoiding the mentioned factors does not guarantee successful execution. However, there is hope that the chances of success will significantly increase.

A strategy that attracts customers, sets itself apart from the competition, and leads to a sustainable and profitable business model is particularly crucial for German banks. For many, it is even a matter of survival. Between 2012 and 2022, more than a quarter of all banks, approximately 600, bid farewell to the German banking landscape. Savings banks and cooperative banks were mostly merged, and many private banks were either acquired, forcibly liquidated, or gave up. The strategies of the banks that disappeared from the German market evidently did not succeed.

For the supervisory boards and executive boards of the remaining 1,450 banks, the question arises as to why strategies and their implementations often fail and whether they might soon be affected themselves.

One approach to addressing the issue is to better understand the causes of failure with the aim of avoiding them. While one might assume that failure is mostly rooted in a poor or vague strategy, consulting literature on the topic, such as "Successful Strategy Execution" by Michel Syrett or "The space between strategy and execution" by Gregg Harden, reveals that approximately 50 to 70% of all business strategies fail in their implementations. Another approach is to analyze the strategies and implementations of individual banks in order to learn from them.

Unstable leadership, conflicts in management, and distraction from necessary implementation measures

Deutsche Bank has been pursuing the strategy of the "Global Universal Bank - as the leading bank in Germany with strong European roots, a global network, and a diversified product offering." Interestingly, the bank has been following this strategy since its founding in 1870. The acquisition of Postbank, on which the bank has been working, albeit with varying intensity and focus, since 2007, does not quite fit into this picture. Most German retail customers do not need global products such as currency accounts or global wealth management. The majority of these customers require few, easily accessible, reliable, and efficient banking products, such as affordable accounts with cards, fast transfers, low-risk investment products with satisfactory returns, and affordable loans.

Since 2007, the Deutsche Bank has seen five (co-) CEOs - Josef Ackermann, Jürgen Fitschen / Anshu Jain, John Cryan, and Christian Sewing - and with each change, the approach to retail customers and Postbank has changed, sometimes aiming for full integration, sometimes contemplating a sale. The acquisition of Postbank is certainly not solely responsible for the stock market losses of occasionally over 90%. These developments can be attributed to the risks undertaken in the Deutsche Bank's investment banking and the consequences of the financial crisis. However, it seems that the purchase of Postbank has significantly diverted the leadership of Deutsche Bank from the core strategy of being a "Global Universal Bank."

Few significant milestones for the global universal bank have been reported in the last 15 years, while there have been numerous global scandals, regulatory irregularities, and very high fines in several countries. From my perspective, Deutsche Bank has the right strategy but lacks consistent implementation. The frequent changes at the top of Deutsche Bank have repeatedly led to power struggles and conflicts in management, at the expense of a focused strategy implementation.

American banks like Goldman Sachs and J.P. Morgan, with whom Deutsche Bank competed on equal footing around the turn of the millennium, demonstrate that a different approach is possible. Both banks implemented their strategies despite the financial crisis, more than doubling (GS) or nearly quadrupling (JPM) their stock prices between 2007 and 2023. This success is likely tied to leadership stability - Jamie Dimon has been the CEO of J.P. Morgan since 2006, and Goldman Sachs had only one change at the top in the last 18 years, with Lloyd Blankfein serving as CEO from 2006 to 2018 for 12 years, succeeded by David Solomon in 2018.

Overestimation, lack of online and IT expertise, and insufficient transformation experience

Sparda Bank Baden-Württemberg (Sparda-BW) is a regional cooperative bank with 640,000 private customers, 35 branches, and a balance sheet total of 15.6 billion euros (2022) in Baden-Württemberg. Faced with increasing competition from specialized online and neobanks such as N26, DKB, and ING, Sparda-BW took the lead from 2017 onwards (together with other Sparda banks) in developing a new online strategy with the aim of modernizing online banking for private customers (Project "TEO") and began the transformation of its existing core banking IT system landscape from 2019 onwards (Project "SFT"). As a customer of Sparda-BW, one was forcibly migrated to the new TEO platform. The usability, functionality, and convenience of TEO are not even close to the extensive and user-friendly features offered by direct competitors like N26 or Revolut. This can now also be seen in customer numbers. The number of Sparda-BW customers has decreased from 704,521 in 2017 to 641,591 in 2022, while competitors have gained hundreds of thousands of new customers in Germany. Between 2017 and 2022, the Cost-Income Ratio (CIR) also deteriorated from 65% to 75%, and Sparda-BW's profits fell from 25 to 6 million euros. During the same period, three branches were closed.

The poor results of Sparda-BW are the result of a poorly executed and excessively expensive implementation. According to Finanz-szene, a German banking news platform, the implementation costs for TEO amounted to 63 million euros, while N26 needed only 24 million for a comparable solution. Moreover, the core banking transformation project SFT has completely failed, as reported by the operator and Sparda-BW. The reasons for the failure of Sparda-BW's strategy are apparent. While the strategy of becoming a modern online bank for private customers is undoubtedly correct, the challenges of implementation were greatly underestimated, and their own capabilities were overestimated. There was a lack of necessary online expertise, IT know-how, and the essential experience in transformation to successfully carry out such an implementation. In any case, it was not due to an unstable top management. Between 2017 and 2023, Sparda-BW had the same CEO.

Essential framework conditions are changing, rendering the implementation of the strategy obsolete

Launched with an elaborate advertising campaign in 2012, the Dutch Robobank discontinued its Rabodirect direct banking offering in Germany at the end of 2021. What had happened? The strategy of attracting money from German savers with attractive savings and fixed-term deposit offers failed due to the low-interest rate phase of recent years. Unexpected negative interest rates in Germany and a too narrow product offering (account and savings deposits) resulted in a sustainably loss-making business for Rabodirect, which the Rabobank ultimately abandoned.

https://FrankSchwabSpeaks.com

Published in banking, strategy, transformation, failure on 16.01.2024 13:01 Uhr. 1 comment • Comment here

Navigating the Jungle of Strategy Meetings - Taming Zebras, Wolfs, Hippos, and Rhinos

Strategy meetings play a crucial role in helping organizations achieve their objectives and propel their implementation efforts forward. However, these meetings can sometimes encounter disruptions in the form of Zebras, Wolfs, Hippos, and Rhinos - colorful metaphors for challenging personalities that can negatively impact the decision-making process.

When seeking to understand the key reasons for the failure of strategy implementations, one can pinpoint recurring themes such as ‚inability to manage change,' 'conflicts with established power structures,' 'encountering cultural resistance,' and 'ineffective communication.' Consequently, achieving success in your business transformation efforts greatly relies on your ability to comprehend and navigate the individuals and dynamics you will encounter.

Let's examine a specific component: strategy meetings. Strategy meetings play a crucial role in helping organizations achieve their objectives and propel their implementation efforts forward. However, these meetings can sometimes encounter disruptions in the form of Zebras, Wolfs, Hippos, and Rhinos - colorful metaphors for challenging personalities that can negatively impact the decision-making process.

Let’s have a look at the characters first:

The ZEBRAs “Zero Evidence But Really Arrogant”

Zebras, often hailed for their confidence, can unwittingly sabotage strategy meetings. Their penchant for asserting opinions without factual evidence can derail discussions and lead to decisions grounded in subjective views rather than objective data. Their arrogance may stifle alternative viewpoints, creating an echo chamber of ideas.

The WOLFs “Works on Latest Fire”

Wolfs thrive on tackling the latest fires, often at the expense of long-term strategic discussions. Their ability to focus on immediate concerns can divert the meeting's attention and impede progress toward long-term goals.

The Hippo “Highest Paid Person's Opinion”

Hippos, often revered due to their position, can unintentionally cast a shadow over other voices in strategy meetings. Their opinions, given undue weight, might suppress diverse perspectives and discourage open dialogue.

The Rhino “Really Here In Name Only”

Rhinos, while physically present, may lack active engagement, leading to unproductive meetings. Their passive presence can hinder meaningful discussions and lead to missed insights.

It is not about getting rid of the wild animals - it is about taming them

While Zebras, Wolfs, Hippos, and Rhinos are wild animals they also come with benefits. A Zebra may have innovative ideas and a diverse perspective that stimulates the strategic discussion. The wolf is able to address urgent matters swiftly and effectively and has skills in crisis management and quick problem-solving which can be valuable in certain strategic situations. And a hippo can bring to the table their ability to provide strategic direction, guidance, and decision-making based on their experience, expertise, and authority within the organization. And the main benefit of a rhino is their potential for passive observation and awareness. Their presence allows them to absorb information, gain insights into ongoing discussions, and stay informed about the organization's direction and decisions.

The influence of Zebras, Wolfs, Hippos, and Rhinos can undermine the efficacy of these meetings, leading to suboptimal outcomes. However, by adopting counter measurements, organizations can navigate these challenges successfully. That raises the question, how to tame them best.

Facts & figures are king to tame zebras

The best way to encounter zebras is by encouraging a data-driven approach, where opinions are backed by solid evidence. It is recommended to gently challenge Zebras to present substantiated facts supporting their claims. Or you can provide alternative viewpoints supported by data, showcasing the importance of a balanced discussion to tame Zebras. And it is helpful to lead by example by presenting your own arguments with well-researched facts and figures.

Allocate time, delegate responsibility, align with strategy and balance the discussion when dealing with wolfs

To tame wolfs it is recommended to allocate specific time slots for addressing urgent matters in order to maintain a balance between short-term and long-term discussions. And you can assign someone to handle immediate issues outside the meeting and provide a summary during discussions. A further measurement to tame wolfs is to emphasize how addressing urgent matters aligns with the organization's overarching strategy. It is also recommended to strive for equilibrium between addressing immediate concerns and discussing long-term objectives.

Foster an inclusive culture, emphasize data, ask for equal input and challenge hippos respectfully

It is important when dealing with hippos to foster an inclusive culture where all participants feel valued and encouraged to share their insights. You also should encourage data-backed opinions, demonstrating the importance of evidence in decision-making. A proven method to tame hippos is to create opportunities for input from all team members to ensure a comprehensive view of the situation. It is also helpful to politely challenge hippos' opinions and present alternative viewpoints supported by data.

Set clear expectations, create opportunities for input, assign follow-up tasks and establish feedback loops to awakening rhinos participation

A measurement to encourage rhinos participation is to communicate the purpose and role of all participants to set clear expectations. You may designate specific moments for Rhinos to share insights or ask questions during discussions. It is recommended to assign follow-up tasks related to meeting discussions to encourage engagement beyond the meeting. You may also gather feedback from Rhinos to make improvements and enhance their participation.

A structured agenda, a facilitator role, data-driven culture, diverse participation and an inclusive environment are overarching strategies to make best out of your strategy meetings

To effectively manage all types of participants consider implementing the following overarching strategies:

1. Have a well-structured meeting agenda that includes dedicated time for urgent matters, strategic discussions, and input from all team members.

2. Assign a skilled facilitator to guide discussions, manage contributions, and ensure everyone's voice is heard.

3. Cultivate a culture of evidence-based decision-making where opinions are supported by data and facts.

4. Invite a diverse group of participants to ensure a variety of perspectives and insights are considered.

5. Create a safe and inclusive environment where all participants feel comfortable sharing their thoughts, regardless of their rank or role.

By proactively addressing the challenges posed by Zebras, Wolfs, Hippos, and Rhinos, you can promote effective, balanced, and productive strategy meetings that lead to well-informed decisions and successful outcomes.

https://FrankSchwabSpeaks.com

Published in strategy, transformation, digital, meeting, zebra, wolf, hippo, rhino, Navigating-the-Jungle-of-Strategy-Meetings on 04.10.2023 17:15 Uhr. 0 comments • Comment here

Bridging the skills gap – the growing importance of IT & digital talent in banking transformations

Whether cloud, artificial intelligence, usability, mobile, agile development, embedded banking, ... we are only at the beginning of the digital transformation of the banking industry. Although we are now more than 8 billion people, there is still a lack of IT & digital talent in many regions of the world, especially in banks. Today, the best IT & digital talents do not work in banks, but at companies from Silicon Valley, such as Google, Microsoft, Amazon or Apple. As a result, banks must make significant efforts to bridge the gaps and to attract, train & develop and retain relevant talent.

1 Attract the right talent

Banks undergoing transformation require new skill sets and competencies, which do not exist to the needed extend within the current workforce. For banks it is paramount to first identify the needed IT & digital skills and then to attract the right talent. These skills include technical skills like software engineering, data science, cloud computing, cybersecurity as well as business acumen. IT & digital talent must also understand the business side of banking. A deep knowledge of products, processes and services, customer behavior, market trends, and regulatory compliance is required. A bank should also look for digital management skills like agile development when hiring.

Founded in 1920 the Egyptian bank Banque Misr serves more than 13 million clients in Egypt and has more than 20,000 employees. Banque Misr started a digital transformation in 2017 to improve customer experience and expand its market share. The bank invested in recruiting top talent in the areas of digital. According to a KPMG report Banque Misr has seen significant growth in its digital banking operations since the implementation of its digital transformation strategy, with online and mobile banking transactions increasing by over 100% in 2020, alone.

Largely government owned Bank Rakyat Indonesia is one the largest banks in Indonesia with about 30 million retail clients, more than 100,000 employees and 4,000 branches. The bank transformed its business towards a more agile and collaborative work culture. Talent acquisition strategy involved hiring employees with experience in agile methodologies and digital transformation to drive the bank's transformation. Bank Rakyat Indonesia's agile transformation resulted in an increase in productivity by 20% and a decrease in project delivery time by 40%. The bank also launched new digital products, such as its mobile banking app, to better serve its customers.

2 Training & development never stops

Besides hiring new talent training & development programs can help bridge the gap by providing employees with the skills and knowledge they need to succeed in their roles.

IT & digital talent must develop its leadership & communication skills. This includes the ability to communicate complex technical concepts to non-technical stakeholders, collaborate with cross-functional teams, and lead change management initiatives. With the pace of technological change accelerating, IT & digital talent in the banking industry need to constantly upskill and reskill themselves to keep up. And banks need support the continuous learning needs by providing access to training and development opportunities via workshops, conferences, online courses and university & business school co-operations.

Fidelity Bank is a universal bank in Ghana that operates across 73 Branches and 115 ATMs across the countrywith more than 2,000 employees. As part of the bank’s digitization expansion, the Fidelity Bank has opened four digital-bank branches with e-lounges at Osu, KNUST (Kwame Nkrumah University of Science and Technology), Labone and East Legon. In 2019 the bank implemented a transformational change program known as the 'Project Leapfrog' to enhance operational efficiency, customer service delivery, and market position. As part of the program, the bank implemented several initiatives to improve employee skills, knowledge, and competencies, including training and development programs. And two years later, in 2021, the bank launched the Fidelity Banking Academy, a new capacity-building program to provide regular, holistic training and competency upskilling for staff of the bank. The initiative, being implemented in partnership with the Chartered Institute of Bankers Ghana, would elevate standards in the Ghanaian banking industry with respect to technical skills, and essential non-technical skills such as management and interpersonal skills. Fidelity Bank Ghana reported a significant improvement in employee performance and productivity as a result of the Training & Development programs. The bank's staff retention rate improved from 75% in 2019 to 84% in 2020, indicating that employees were more satisfied and engaged with the bank's work environment. The bank also reported a 25% increase in customer deposits in 2020, indicating an improvement in customer service delivery.

3 Retain talent

During a bank's transformation, it is crucial to retain employees who possess the necessary expertise to drive the change. Retaining talent ensures that the bank can continue to tap into the knowledge and experience of its existing workforce and avoid any loss of institutional knowledge. Flexibility, work-life balance and clear career paths help.

Access Bank Botswana (former: BancABC Botswana) transformed from a small regional bank to a leading financial institution and the fifth largest bank in Botswana. Talent retention played a crucial role in Access Bank's transformation as the bank focused on creating a culture of learning, growth, and development for its employees. A tangible achievement is the decrease of the staff turnover rate from 19% in 2018 to 9% in 2020. And Access Bank was named the Best Bank to Work for in Botswana by the African Business Magazine in 2020.

The Nigerian bank Guaranty Trust Holding Company PLC also known as GTCO PLC is a multinational financial services group, that offers retail and investment banking, pension management, asset management and payments services and is headquartered in Victoria Island, Lagos. The bank serves over 24 million customers across 10 African countries and has more than 10,000 employees. GTCO PLC developed a culture of continuous learning which aimed to improve the capabilities of its workforce and to develop future leaders. These programs were designed to provide employees with the necessary skills and knowledge to perform their roles effectively and meet the evolving needs of the organization. According to the GTCO PLC's 2020 annual report, the programs had a significant impact on the bank's performance, like the development of future leaders from within the organization, with 70% of management positions filled internally.

https://FrankSchwabSpeaks.com

Links / References

Access Bank Botswana, https://africanfinancials.com/document/bw-abc-2020-ar-00

Bank Rakyat Indonesia, https://bri.co.id/documents/20123/56786/AR%202021%20Bank%20BRI-ENG%20(2).pdf

Banque Misr, https://www.banquemisr.com/-/media/BM-ANNUAL-DIGITAL-REPORT-2019-2020-en.pdf

Fidelity Bank Ghana, https://newsghana.com.gh/fidelity-bank-launches-banking-academy

Guaranty Trust Holding, https://www.gtcoplc.com/uploads/annual-reports/2020-annual-report/2020-Annual-Report.pdf

worldometer, https://www.worldometers.info/world-population

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Published in talent, banking, transformation, HR, DigitalTransformation, Bridging-the-skills-gap on 20.03.2023 20:46 Uhr. 0 comments • Comment here