the disruptors
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The Disruptors. June 13, 2012. Jacob Jegher Senior Analyst. “Disruption!? In banking?”. The non-price attributes of “banking” are gaining prominence Tools to deliver better performance are now available More, better data Competitive pressures Consumer expectations. Traditions - PowerPoint PPT PresentationTRANSCRIPT
© 2012 CELENT, A DIVISION OF OLIVER WYMAN, INC.
Jacob JegherSenior Analyst
June 13, 2012
The Disruptors
2© 2012 CELENT, A DIVISION OF OLIVER WYMAN, INC.
“Disruption!? In banking?”
• The non-price attributes of “banking” are gaining prominence
• Tools to deliver better performance are now available
• More, better data
• Competitive pressures
• Consumer expectations
• Traditions
• Regulatory demands and requirements
• Project overload
• Tight IT budgets
• “The numbers are the numbers”
• Corporate, personal risk aversion
FOR AGAINST
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Financial InstitutionsIf you can’t beat them, join them. The Bancorp Bank acts as a deposit taker
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Financial InstitutionsBank APIs and SDKs – The French revolution
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A multitude of firms are disrupting traditional markets and products
1
Consumers and/or Merchants
Other Examples:
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The two pronged approachEnabling other start-ups/firms and developers
1 2
Consumers and/or Merchants Other Start-ups / Firms
Other Examples:
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The two pronged approachEnabling financial institutions
1 2
Consumers and/or Merchants Financial Institutions
Other Examples:
8© 2012 CELENT, A DIVISION OF OLIVER WYMAN, INC.
The multi pronged approachEnabling consumers/merchants, other startups/firms, and financial institutions
1 2 3
Consumers and/or Merchants Other Start-ups / Firms Financial Institutions
Other Examples:
9© 2012 CELENT, A DIVISION OF OLIVER WYMAN, INC.
Celent view of disruption (big “D”)
• Necessary part of competing. Betting on the status quo is not viable, long-term. Nor are purely incremental improvements
• Led from the top, supported from the middle. The c-suite drives it, managers sell it, the front lines execute it
• In balance with operational concerns. Projects will tend to be incremental improvements, innovative, or possibly disruptive. Most firms need at least a handful of projects that are disruptive
• Mostly a mid-term opportunity. Managing technology and culture change is never a quick fix
10© 2012 CELENT, A DIVISION OF OLIVER WYMAN, INC. April 22, 2023
Thank You
Now to our Speakers
Jacob JegherSenior Analyst
[email protected]: @ jjegher