Banks are experiencing a midlife crisis. They desperately want to transform and become digitally enabled but they are being hamstrung by legacy systems, data silos and disjointed marketing, says CARLA PETERSEN, Senior Business Director at Acceleration, London.
Digitally maturing organisations who are leveraging technology to redefine their businesses understand that this journey starts with transforming their customers’ experience of their brand through the transformation of their operational models, which ultimately leads to the transformation of their business models.
They, therefore, treat their customer data as an asset and foster a culture that supports rapid iteration, rapid prototyping and risk-taking, enabled through well-integrated marketing technology. If something doesn’t work, they chalk it up to learning and try something else.
Yet, banks are inherently risk-averse. This is not unexpected given that the financial industry is one of the most heavily regulated, especially when it comes to the responsible use of their customer’s personal data. Most have the challenge of integrating expensive legacy systems that are still being used and navigating the slippery slope of digital analytics, mobile, social and cloud solutions that should enable the modern marketing capabilities of their organisations. A common theme, too, is the lack of executive-level buy-in and commitment to drive the type of cultural change that puts the customer at the centre of the business strategy. So where do some of the opportunities lie that will empower banks to be more future ready?
A recent study conducted by Wunderman and research partners, Penn Schoen Berland, (in which 250 senior executives from global brands were interviewed) indicate that whilst 99% of all executives surveyed believe that data is critical to achieve success, 62% feel that they are unable to convert this data into insights or action and an even further 68% say they can’t use the data to create relevant messages.
Banks have a wealth of information about their customers’ income, lifestyles and purchasing behaviour. The problem is that this data resides in silos within the organisation, making it impossible to understand what a customer needs when they need it – much less accurately predicting their needs over time so that the customer benefits from every interaction they have with the brand. The credit card division works off a different dataset to the home loan division, for instance. The result could be that the bank ends up offering a credit card to a customer who already has two or three, rather than offering him preferential rates on a home loan because the bank knows he’s looking to buy a house.
When data is integrated and centralised, all departments work towards a common KPI: to drive business growth by meeting the needs of a particular customer at a particular point in their lifecycle.
Yet, performance in banks is still measured by business-unit KPIs. This has resulted in disjointed organisational cultures and decentralised decision-making.
There is some awareness of this problem though, as seen by the trend towards creating cross-functional teams when launching a new product or brand experience. In these set-ups, brand and product teams, marketing teams and the IT department come together to focus on what a good customer experience looks like and how technology and data can support it.
Once the cross-functional brainstorm is finished, however, the different teams go their separate ways to focus on their individual objectives that usually have nothing to do with the KPIs that result in digital transformation. Digital transformation requires strong leadership and vision to drive the change and reap the rewards.
All marketing and digital transformation strategies need to put the customer experience first – and that requires a new approach to data management, a new approach to technology enablement and, most importantly, a new approach to organisational culture.
This cultural change can only be driven from the top and it is imperative that senior executives integrate digital transformation across all their products and services and create a team of digital experts who are experienced in modern marketing practices and understand the customer journey and how data and technology can enable that experience. Until this happens, the agility crisis facing banks will continue, putting their business models at risk.
The PC is back!
… and 2020 will be its big year, writes CHRIS BUCHANAN, client solutions director at Dell Technologies
It turns out the PC’s death has been exaggerated. PC sales grew between 1.1% and 1.5% in the last few quarters of the year, according to Gartner. While those don’t sound like massive leaps, they represent a large market that has been declining for several years. Windows 10 is credited for this surge, especially as Windows 7 is leading towards its end of life (EOL).
But I don’t think that is the entire picture. Windows 10 upgrades have been taking place for several years, and the market has also gotten savvier about managing EOL. Other factors are driving the adoption of PCs.
A specific one is how much closer the PC now sits to smartphones. I recently watched some youngsters work with laptops that had touchscreens. They hardly ever touched the keyboard, instead tapping and swiping on the screen. Yet they were still working on a laptop, not a smartphone. Certain things are much easier to do on a PC than a phone, and users are realising this. They aren’t relinquishing the convenience of their smartphones but applications are now available on PC’s and often easier to use.
Convertible or 2-in-1 machines have closed the gap between the two device types. This is in contrast to tablets. If you observe how people sit with tablets, it’s the opposite of smartphones or laptops. With the latter, we sit forward, attentive and focused. But tablets often prompt people to recline. It’s just a casual observation, yet I believe that PCs and smartphones have much more overlap with each other than pure tablet devices. Additionally, the convertible laptop has become the new tablet.
Why does this bode well for PCs in 2020? 2-in-1 machines break down the barriers between the utility of a PC and collaborative culture of a smartphone. You can now flip a laptop into tent mode and use it as an interactive presentation screen on a boardroom table, or cradle it like a clipboard you jot on with a digital pen.
In the next year, we’ll see more of the market responding to this trend. Premium 2-in-1 devices have a stable and growing audience of users who are now going into their second, third and even fourth generations of devices. Mid-range and entry-level laptops are also starting to adopt touchscreens and flip displays.
2-in-1 devices are also pushing innovation, such as the emergence of dual-screen systems. Dell revealed two such concept devices at CES this year: Project Duet, a dual screen laptop, and Project Ori (for origami), a more compact approach to foldable devices. We also unveiled Project UFO, a prototype Alienware device that puts triple-A PC gaming into a handheld device. All of these reflect the desire for touch-enabled devices that are portable without sacrificing performance or excellence. They definitely point us to the future.
Convertible devices are not a new form factor. I can recall the first flip-over touchscreen designs appearing 15 years ago. Back then they were exotic and the standard laptop ruled the roost. But today, the habits and expectations of users are driving a change decisively towards convertible devices.
Desktop PCs are meanwhile becoming more specialised, yet also more widely appreciated for their versatility. Specialist non-Windows PCs, such as those used by designers, are being replaced by Windows PCs, often for lower costs. Integrated discrete graphics chips and other advancements add a lot of value to modern desktops. The smartphone overlap also appears here: many people use services such as Whatsapp Web on their PCs, and Dell customers use the Dell Mobile Connect app to show their smartphone screen on their PC display.
There is a new synergy between the PC and smartphone, created by users who find the two complement each other. Not everyone has realised this yet, but in 2020 that will be the resounding message. The PC is back and 2020 will be its year.
Jaguar designs ‘seat of the future’
Jaguar Land Rover is developing the seat of the future – a pioneering shape-shifting system designed to improve customer wellbeing by tackling the health risks of sitting down for too long.
The ‘morphable’ seat, being trialled by Jaguar Land Rover’s Body Interiors Research division, uses a series of actuators in the seat foam to create constant micro-adjustments that make your brain think you’re walking, and could be individually tailored to each driver and passenger.
More than a quarter of people worldwide – 1.4 billion – are living increasingly sedentary lifestyles, which can shorten muscles in the legs, hips and gluteals causing back pain. The weakened muscles also mean you are more likely to injure yourself from falls or strains.
By simulating the rhythm of walking, a movement known as pelvic oscillation, the technology can help mitigate against the health risks of sitting down for too long on extended journeys with some drivers doing hundreds of kilometres per week.
Dr Steve Iley, Jaguar Land Rover Chief Medical Officer, said: “The wellbeing of our customers and employees is at the heart of all our technological research projects. We are using our engineering expertise to develop the seat of the future using innovative technologies not seen before in the automotive industry to help tackle an issue that affects people across the globe.”
Jaguar and Land Rover vehicles already feature the latest in ergonomic seat design, with multi-directional adjustments, massage functions and climate control fitted across the range. Dr Iley has also issued advice on how to adjust your seat to ensure the perfect driving position, from removing bulky items in your pocket, to shoulder positioning and from ensuring your spine and pelvis are straight to supporting your thighs to reduce pressure points. View the video here.
The research is part of Jaguar Land Rover’s commitment to continually improving customer wellbeing through technological innovation. Previous projects have included research to reduce the effects of motion sickness and the implementation of ultraviolet light technology to stop the spread of colds and flu.
Together, these efforts are driving towards Destination Zero; Jaguar Land Rover’s ambition to make societies safer and healthier, and the environment cleaner – a responsible future for our workers, customers and communities around us. Through relentless innovation, Jaguar Land Rover is adapting product and services to meet the rapidly-changing world.