We are living in an age of data overload. Data lakes are becoming data swamps. Data protection and governance are increasingly prohibitive in their complexity. Too much data is stored in siloed systems and the cost of caretaking and managing it all has long been spiralling out of control.
This all makes it increasingly hard for banks and financial services institutions to locate the data they need in a timely way to drive business and social advantage. How do they make sense of it all and protect themselves against complexity and cost while also focusing on creating new services that can power social good?
One crucial element that any CIO keen for their organization to pursue the greater good alongside profits now urgently needs to think about is adopting a mature strategy for monetizing data to secure business success, shorten the coming recession and do practical and positive things for communities.
What’s needed is LESS IT: There is always a temptation for financial institutions to add ever more resources to their data center infrastructure to support short-term operational goals or increase capacity for specific applications, datasets or socially motivated projects. But that can increase the rigidity and hierarchical nature of data structures instead of creating the kind of interactive, agile, insight-rich data environment they really need.
A much more progressive way forward is to embark on a fundamental restructure: a new approach to data that will both support strategic transformation initiatives and improve data accessibility and analytics opportunities. That way, banks put themselves in pole position to compete with more data driven, agile, digital-first banking competitors like Monzo -- as well as opening up new opportunities to design services that can power positive social change.
The question is how can you turn data into an agile asset, ensuring that it is available in the right place, at the right time? I believe it requires a powerfully thorough and methodical four-stage process, with all the elements working together as one honed data strategy. It starts with storing, ensuring all data is stored and managed correctly to optimize accessibility, archiving, security, backup and privacy: across its lifecycle.
Then, you move on to the “enrich” stage, creating context around transactions to deliver a rich 360° view of datasets. Third is activate, orchestrating connections between data sources to further enrich data and drive AI and Machine Learning.
And finally, it is time to monetize, use these connections to create innovative value-added offers and new services that give customers what they want, in the way they want it.
This puts banks in a position to positively impact people’s lives: A few practical ways that I believe the banking sector can now harness this kind of agile data strategy to power good for customers and wider societies include turning bank branches into much needed diverse Community Hubs, where you can securely dispense vital new health and well-being services such as telemedicine, and creating new marketplaces to serve under-banked or non-banked populations, allowing customers to buy things online using a bank account that doesn’t require a complex credit check that many would fail.
Keep going on a low-risk Digital Transformation path: One critical take out here is around risk; always an important consideration in the banking world. The sector is already ahead of the game in terms of digital transformation, meaning it is likely to be less impacted than other sectors by the coming recession.
It is a testament to the wisdom of investing in new digital models that the sector has been so brilliantly prepared and able to weather the Covid-19 crisis with relatively low impact.
However. resting on their laurels now is a dangerous strategy. It would be very easy for banks and other financial services organizations to fall behind competitors in this dynamic sector that is so attractive to new, digital-first contenders.
Instead, they would do well to seize this moment to consider how they can keep building on the technology advantage that they have gained to further transform data and strengthen their business while also powering the greater good.
By focusing on data in the right way, our financial institutions can continue to help their customers stay as safe and secure as possible as we move into the likely future recession.
Using a strategy focused on the following actions, store, enrich, activate, and monetize, financial institutions can solve all kinds of problems in today’s age.
Paul Lewis is the global chief technology officer at Hitachi Vantara and can be reached at firstname.lastname@example.org. He can also be reached on LinkedIn at https://www.linkedin.com/in/paullewiscto/ and on Twitter via @PaulLewisCTO.