Uncategorized

As with every other sector and industry post Covid-19, the Indian banking system has also become increasingly hybrid. However, the banking system is one of the first sectors to have experienced consistent digitisation, even before the onslaught of social distancing and mandatory lockdowns. The banking and financial services industry in India has undergone a transformative phase over the last ten years, with lending and banking models witnessing sea changes and coming into their own in the information age.

by Kamal Sharma, Head – Business Development (Regulatory Practice), Profinch 

The Technology Disruption

The Indian banking landscape has seen major changes, especially over the last two to three years. In fact, 2019 was the first year wherein Indian fintech companies surpassed global counterparts when it came to raising funds, attesting to the strength of the Indian banking demographic. United Payments Interface has, since then, become omnipresent, with even the smallest tea shops and snacks centres flaunting the ubiquitous QR code which allows Indians to make transactions and payments without carrying cumbersome wallets or debit cards.

Digital payments have risen steadily, and the banking system has transformed itself into a digitally mighty entity further supported by the rising presence of neobanks offering online-only services to new-age customers. While the industry was developing steadily, the pandemic turned into the ultimate catalyst for the hybrid movement, prompting people to forego physical visits and turn to their phones and laptops to access bank accounts and complete transactions.

With the Reserve Bank of India (RBI) increasingly widening the horizon of data capture from Indian banks, this blog focussed on RBI’s mandates for one of India’s growing Banking sectors – Urban Co-operative Banks.

Automation for UCBs

RBI recently implemented Centralized Information Management System (CIMS) to replace their existing Data Warehouse system. The objective of CIMS is to collect and process all returns from regulated entities and various Central Office Departments of RBI. RBI intends regulated entities to build a system to help their data flow automatically from their IT system to CIMS without any scope of manual intervention. After its thorough research on the automation/integration of a sample of banks, RBI announced CIMS in 2020. As of now, CIMS has reached its advanced stage. RBI has also released a web portal called Staging Area Data Portal (SADP) which is for the distribution of system-to-system software components of CIMS. Technically speaking, CIMS architecture is made of four layers; namely, Data Collection, Data Governance, Big Data repository and Centralized Integrated Analytics. The functionality would work by collecting data from multiple channels and by including a system-to-system automatic interface, file upload, API, web-screen and a few other components.  Top 14 Indian UCBs have been selected by DoS to implement data collection for the system-to-system channel for CIMS. These UCBs will be responsible for building a central data repository and all their returns will also be generated in XML/XBRL format as specified by the RBI.

With widespread digital transformation of banks, there is a need for stringent norms and regulatory oversight. Indian lenders, including Urban Cooperative Banks or UCBs, must initiate detailed regulatory reporting to ensure compliance with all statutes and this leads to the generation of a tremendous volume of data. Combing through the generated data and culling out insights becomes a tough task for the UCBs and their employees and this is one more avenue where technology offers a helping hand, furthering the digitisation drive. Software aimed at creating automated data flows and centralised information and management systems are coming to the aid of UCBs that are burdened by regulatory requirements. It is also wise for banks to use their Automated Data Flow/CIMS system to help their business reporting and other MIS requirements. It helps then convert its RBI investments into a business centre and not just turn into a cost centre. Banks can also utilize the additional value, like customer insights/spending patterns/demographic/gender/age base customer analysis, that will come from this architectural change.

The RBI is keen on digitising the banking sector and, accordingly, the central bank in August 2021 directed UCBs with assets worth 2000 crore rupees and above to implement system-based asset classification from June 30 onwards this year. Following the mandate, asset classification, including both upgrading and downgrading would be carried out by computerised systems, in a fully automated manner, mitigating possibilities of human error. The move is aimed at enhancing efficiency, transparency, and integrity of the process and is a definitive stride towards digitisation and technology adoption.

Requirements for Smooth Implementation

While regulations and mandates provide a roadmap, it is up to the UCBs and service providers to ensure that the mandate on automation is carried out successfully. The RBI has advised concerned UCBs to conduct pilot/parallel runs and evaluate the results for accuracy/integrity of the asset classification to ensure that implementation of the system proceeds smoothly. Further, the central bank has also stated that UCBs not meeting the criteria can also voluntarily implement the framework in their own interest. It is in this scenario that technology solutions and service providers come to the fore to enable UCBs in meeting regulatory demands and requirements.

For instance, fintech companies are now offering banks pre-built frameworks for automated data flows, ensuring faster download of latest templates configured using business rules and in-built calculations. Such systems facilitate data integration across sources and aid collaboration among valid users. Further, innovative solutions empower UCBs to respond to regulatory questions on calculation methodology and reporting values by offering drill downs, configurable business logic definition screens and the capability to upload supporting documents and re-generate old reports with previously submitted data. Audit trails for easy traceability is another service offered by such solutions.

With the amalgamation of automation and stringent regulatory mandates, UCBs, and the Indian banking ecosystem at large, are on their way to a more efficient, accurate, and transparent future – while offering customers the best of digitisation, convenience, and security.

VRP APIs are being implemented by the UK’s 9 largest banks to enable customers to freely sweep money between their accounts following a ruling by the Competition and Markets Authority (CMA) in July. In practice, that could help people avoid overdraft fees or increase their automated savings.

by Kat Cloud, UK Policy Lead, Plaid

This is a major step forward and a win for both consumers and businesses as the CMA continues to create more competition across the banking sector. Through this change, consumers and business owners can feel more confident in their money management without fearing unnecessary, not to mention avoidable, charges.

What are VRPs?

Like a direct debit, where a business is able to collect recurring payments from the same customer without permission for every payment, VRPs offer businesses and consumers a similar process through open banking. Banks integrating the VRP API will enable third party providers (TPPs) to initiate variable payments at variable times, without getting the permission from the consumer every single time. As with the overarching mission for open banking, VRPs are intended to create a seamless and frictionless experience for customers.

One of the most common use cases of VRP APIs is sweeping, also known as me-to-me payments, which use TPPs accessibility across different accounts to understand where people can seamlessly transfer money from one account to another. From a consumer perspective, there are many practical applications for this, such as transferring money into an account to prevent dipping into an overdraft therefore avoiding fees, or topping up a savings account by transferring the leftover cash from a coffee purchase.

How can VRP APIs help to eradicate financial vulnerability?

The VRP mandate is the latest move in protecting customers while helping them to lead healthier financial lives. Indeed, as open banking continues to foster an environment where consumers and businesses have access to a wide range of financial products and services, the VRP API is the next step in creating a seamless financial ecosystem that reduces stress, confusion and saves time.

For those in a vulnerable financial situation, the VRP mandate will help them to monitor and manage their accounts. For example, if a consumer has insufficient funds in one account, VRP APIs can transfer money over from another account to prevent them entering an overdraft. Given its smart nature, the API has the capability to move money seamlessly, without constant permissions. In turn this helps prevent consumers from being charged high overdraft fees and penalties, all while creating a pathway to a more secure financial situation.

What’s next?

Once again, the UK is leading the pack against its EU counterparts in creating a fairer financial system through the power of technology, while at the same time maintaining the central ethos of open banking – putting the consumer back at the heart of the financial ecosystem.

Looking ahead, VRPs will certainly have broader use cases in the future. As the process is like direct debit payments, we can expect to see variable payments for utilities bills, investment accounts, subscriptions and more. As we continue to transition towards open finance, the VRP ruling is an important step in promoting financial democracy while helping to eradicate financial vulnerability.

If corporate finance leaders were focused last year on reducing the cost of operations, to ensure their enterprises survived the biggest business challenge in a generation posed by a global pandemic, what’s changed today, is finance decision-makers are being challenged now more than ever, to prioritise revenue growth through new technology and business models.

by Gavin Fallon, General Manager at Board

This return to an emphasis on transformation, as well as managing and restoring enterprise financial health, creates a whole new set of challenges, and pressures on finance leaders which have wide-ranging implications across the complete office of finance function.

The C-suite demands acceleration of the digital enterprise, growth, and new genuinely transformative business models as a number one strategic priority. They expect their finance leaders to play a crucial role in making this all happen. The Resurgent Finance Leader research amongst 600 finance leaders worldwide, explores the transformation of the office of finance, provides a view from the top and evidence into how well global finance leaders are making progress on these strategic priorities and expectations today.

If the C-suite expect digital technology to transform their industries and are racing to accelerate these plans, then it’s clear the office of finance will have to rise to the challenge too and transform fast, in parallel with the acceleration of the digital enterprise. These research findings show how finance leaders know they have the backing of management to do so, and how business leaders are ready to embrace the finance team, as a key player to support business goals.

The vast majority (94%) of global finance decision-makers surveyed believe their organisation’s executive leadership are willing to completely rethink traditional finance roles and responsibilities. Further reassurance is taken from the fact that the same proportion (94%) believe their executive leaders are willing to support the office of finance, to become more strategic and accelerate the digital enterprise by enabling the function to become the hub of the of the most important strategic asset to the business: data.

The research findings reveal now is the time for finance leaders to back their own transformational capabilities and take on a more strategic and valuable role in the business. These finance decision-makers know the office of finance could be potentially automated out of existence unless it makes the leap from background support function to strategic hub for vital data. Perhaps then, it’s no surprise that most finance leaders agree, it’s time to accelerate the change from being a scorekeeper to performance driver, and finance should be the natural home for all data.

The report also shows, however, that whilst finance leaders worldwide know now is the time for the office of finance to make the transformational leap to become the strategic hub for driving more value from their data, not all of them are completely convinced their office of finance is entirely ready to drive business decisions, profitability, and performance.

Just under half (47%) of all global finance leaders surveyed are totally confident in their office of finance’s capability to capture valuable insights which drive business decisions and profitability. The report identifies 62% of finance leaders who don’t believe current finance reporting enables them to totally accurately project performance and adapt forecasts in real-time to reflect changing market conditions. Perhaps more concerning, is the report’s evidence highlighting most finance leaders (81%) believe how their office of finance uses technology to influence business decision-making and drive strategy needs a complete overhaul OR a lot of improvement.

Our research suggests that progressive finance leaders know a change is needed, with more sophisticated insights and planning capabilities to be able to change and keep on changing, plan for the unexpected, and generate new meaningful insights, beyond traditional budgeting processes, to plan and be ready for new opportunities when they arrive. The research also shows that despite receiving the validation of their organisations’ leaders, who are ready to embrace the finance team as key player to support business goals, finance decision-makers believe transformation of finance needs to be reflected in wider finance team skills and culture.

Just under half (44%) of all finance leaders surveyed are totally confident their organisation has the right technical skills and talent within the business to ensure technology is driving better business decisions, and a huge majority (92%) of senior finance decision-makers worldwide believe that company culture should encourage the finance team to be creative, curious, and rebellious, allowing them to think quickly and constantly challenge the status quo.

There’s a huge opportunity for finance decision-makers who can enable the winning combination of transformative skills, culture and technology across the office of finance to unlock the value of vital data insights, and play a strategic role in shaping the digital enterprise. At the same time, it shows there are still gaps to fill when it comes to pulling all these vital elements together.

Thankfully, it doesn’t have to be this way. The opportunity exists right now for finance leaders to fill these gaps, starting with democratising access to intelligence, analytics and planning delivered via the cloud, to provide a genuine empowering and transformative experience across finance teams, utilising a winning combination of technology, skills, and culture, to transform the office of finance today and lead the digital finance function of the future.

Technology that integrates a business’s accounting data directly into lending propositions – a practice that we term open accounting – can help mitigate risks for lenders while the demands and stress on borrowers are reduced.

by Kevin Day, CEO, HPD Lendscape

In respect to secured lending, where the lending is based on the accounts receivables of a borrower, open accounting provides accurate and up to date information regarding the collateral that effectively underpins the financing facility. It can help lower costs, reduce the friction in the process and enable more optimised funding, benefitting both parties in the process.

What is open accounting?

Open accounting is the process by which the financial records of a business are purposefully shared with a third party or lender via their accounting software, in order to speed up the lending process by finding all the reliable and up-to-date information transparently and in one place.

It offers an answer to several issues in SME lending. By granting permission to banks and FinTech lenders to the information contained in their accounting platforms, SMEs can receive more optimised lending propositions. Open accounting offers the promise of smoother access to working capital for SMEs and also allows lenders to create better, more flexible products and services.

Fighting fraud and smoothing out the lending process

A crucial issue lenders will face in a period of increased demand for financing is the rising risk of fraud. Indeed, each instance of receivables or supply chain finance fraud contributes to the vast $5 trillion lost to corporate fraud each year – a sum equivalent to the GDPs of Italy and the UK combined! Compounding this issue is the fact that lenders must often make do with out-of-date and incomplete client data that can slow down the process for borrowers and lenders alike.

It is here that open accounting can provide the answer.

Transparency and granularity of operation data available to the lender enables better risk management. For example, a business that traditionally operates during Monday-to-Friday business hours suddenly has invoices issued over a weekend. This circumstance may be due to legitimate reasons, but by being alerted to the fact, the lender can bring more scrutiny to bear should this be an indication of potentially fraudulent activity.

Helping to increase access for SMEs and agile businesses

Traditionally, SMEs might have avoided approaching banks for financing due to the difficulties they faced when dealing with large financial institutions and their often-cumbersome lending processes. It is not uncommon for smaller businesses owners and directors to be required to provide personal guarantees to secure lending. For example, using collateral like their own home is often a deterrent to borrowing due to the personal risks involved.

However, there has been a step-change in the way businesses and institutions embrace digitalisation that has the potential to change the dynamics at play. There is an increasing opportunity for trust and transparency between lenders and borrowers that open accounting can answer. Offering transparency into the day-to-day operations of a business removes the opaqueness that might otherwise exist. Can enhanced data quality provide sufficient security to the lender to enable it to waive protective covenants and securities it may otherwise wish to invoke?

Open accounting could help create a renewed attractive market for lenders to fund businesses that have lower boundaries to borrowing. In addition, this will help encourage better and fairer equity exchanges between borrowers and lenders while streamlining the customer journey by removing cumbersome processes for time-constrained businesses.

Overall, the Covid-19 pandemic has driven more demand for financing among businesses as they look to inject fresh liquidity and stave off the financial cliff edge many are facing now that government lending schemes are drawing to a close. With this change, more companies and financial institutions will look towards digital solutions that incorporate an open accounting approach to inform their lending. Greater visibility of a business’s data helps mitigate fraud risks and enhances lending propositions for those companies that may have been less likely to borrow before the pandemic. With businesses in more need of financing and liquidity than ever before, this can only be a good thing.

With the traditional lines between retail and institutional trading blurring, it is fair to say that wealth managers are being faced with an increasingly complex market to navigate. And with the repercussions of the volatility seen in 2020 still looming, they must embrace technological innovation and automation to keep their heads above water.

by Tamsin Hobley, Country Head UK and Ireland, SIX

From the impacts of the pandemic to the aftermath of Brexit, wealth managers have had their fair share of market upheaval. And it is not to say that 2021 has been a smooth ride. With the continuation of hybrid working environments, and the unprecedented events that happened at the beginning of the year – the short squeeze on GameStop and the forced liquidation of Archegos, for example – clearly, risk and workflow management are top priorities across the industry.

The key takeaway from each of these individual events is that modern-day wealth managers need a real-time view of prices to navigate themselves through similar bouts of unexpected stock volatility. Why? Because capitalising on the increase in automation and technology means that wealth managers can keep up with the increasing demands placed on them by second-generation investors.

To improve efficiencies, workflows and manage working remotely with their own clients, wealth managers are increasingly turning to technology to support all aspects of their offering, including front, middle, and back office operational issues. This is where the efficiency and scope of the technology that wealth managers look to adopt has become increasingly important.

Wealth managers are also looking to invest resources in technologies which enable them to continue servicing their own clients to a high standard now more than ever before. These technologies, including investments in digital reporting, are underpinned by high quality data and services, better self-service tools and integrated systems that provide them with a more transparent view into their investment decisions. data and the security of the decisions made are crucial to identifying those all-important key risks.

Firms need data sets that can adapt quickly to any sudden bouts of market volatility. In turn, systems and technologies will need to modernise to accommodate such data and help wealth managers increase their data assets without increasing the associated costs.

Digitisation of client communications is another area in which better quality data and technology systems is required. Some wealth managers have even started to look to artificial intelligence and machine learning, allowing them to better adapt to the current climate and counteract the operational burden caused by remote working.

In this way, data providers can support wealth managers in navigating future events that will undeniably impact the market, supporting the industry and investor-driven need for quality data to combat future stock volatility. And the first step in this process is adopting the right set of technology for your firm that efficiency processes risk reporting and enhances workflow management, all the while maximising investment value.

Since their inception in 2011, mobile wallets have made a significant impression, with the global mobile wallet market size expected to reach over $3 trillion by 2022. What was once a unique technological advancement has now become second nature as the pandemic brought expedited adoption and usage of contactless payments. This offers a unique opportunity to engage and retain customers building lasting, meaningful relationships.

by Dave Dabbah, CMO, CleverTap

Mobile wallets are on the rise. According to a recent eMarketer report, 92.3 million U.S. consumers over the age of 14 used mobile payments at least once in a six-month period in 2020 — that accounts for about 40% of U.S. smartphone users. This spike in usage was largely due to the global pandemic but will remain even after the smoke clears; by 2025, mobile wallet usage is predicted to surpass half of all smartphone users.

This steady upsurge in mobile wallet usage brings a new, opportunistic channel for marketers to reach and deliver value to consumers. Where mobile wallets provide convenience and ease-of-use, they also offer brands the ability to push relevant communication to their customer base beyond their own mobile apps, driving increased engagement, spend, and in-store traffic.

Specifically, mobile wallets can bypass individual mobile apps to push critical real-time updates on loyalty cards, scannable tickets/transit passes, and coupons. Think: a push notification updating the user of a gate change for their upcoming flight. Taking advantage of this new channel provides brands with the opportunity to foster a more value-driven user experience.

Mobile wallet marketing in practice

So what exactly are the benefits for marketers? For one, brands have a great opportunity to localize content and fine-tune personalization for consumers who have opted into location tracking permissions. A consumer could be walking by their favourite shoe store when they receive a push notification that the store is having a buy-one-get-one sneaker sale. Or perhaps during lunch hour, a local burrito joint sends a notification boasting the newest mouth-watering addition to their menu.

Better yet, let’s say a consumer recently attempted to buy a lamp online only to find it was sold out. Determined to purchase the lamp, they sign up to be notified when it would be available again. A mobile wallet notification can tell the consumer when the lamp is back in stock — online or at the store location closest to them. By leveraging location-based marketing, brands are able to meet users where they are, leading to an increase in in-store traffic, customer spending, and brand satisfaction.

Consumers can also access coupons and gift cards in their mobile wallets without having to open the brand’s app. As they partake in their routine daily scrolling, consumers can receive digital offers in real time that can be saved for later use. Once a coupon is saved to a mobile wallet, brands can send notification reminders about expiring deals and other updates, which can lead to higher coupon redemption rates.

Challenges in mobile wallet adoption

Mobile wallet marketing depends on the increased adoption of the technology, and as with any new technology, there are challenges in getting everyone on board. Many consumers are dubious about the security of mobile wallets, unsure if their new and digital nature makes them more susceptible to fraud or hacking. In many ways, however, mobile wallets are actually safer than real ones.

If someone steals your physical wallet, they can pick whichever card they please to make a $1,000 purchase at the nearest Best Buy. But with mobile wallets, users can rest easy knowing their information is fortified with more layers of security. First, a thief would have to be able to gain access into your phone or smartwatch without knowing your passcode. Additionally, many wallets are equipped with a multifactor authentication biometric feature, meaning they require a face scan or fingerprint in order to gain access, making it virtually impossible for someone who isn’t you to use your cards.

Mobile wallets are consistently encrypted and able to receive technological updates quickly. Plus, it’s much easier to pause or cancel all your cards at once on a mobile wallet than it is to individually contact credit card companies. Samsung, Apple Pay, and Google Pay all offer solutions that enable you to suspend your mobile wallet or remotely erase information from your device if lost or stolen. Therefore, the biggest challenge in the realm of safety lies in consumer education.

Because mobile wallet usage is still an up-and-coming phenomenon, not all retailers accept this form of payment. Many brands have shown a reluctance to adopt digital transactions like Apple Pay or Google Pay due to customer concerns with credit and debit card vendors. Plus, some retailers limit mobile wallet payments to just their own app, like Walmart Pay.

Ultimately, the growing popularity of mobile wallets will chip away at these challenges. As more consumers and brands become comfortable with them, marketers will be able to reap further benefits.

The bottom line

Mobile wallets present a fresh opportunity for brands to engage with customers. Capitalizing on mobile wallet marketing can enable more meaningful communication that drives revenue and brand loyalty. If they haven’t already, marketers should start paying attention to ways they can integrate mobile wallets into their mobile marketing strategy.

In Q2 of 2021, FinTech businesses secured more than $30.8 billion in funding, according to CB Insights. The continued investor interest, ever-rising valuations, and ongoing growth have the FinTech sector buzzing. As we look to the year ahead, investor interest will continue for FinTech but more narrowly focus on one growing niche: addressing the nation’s “bank deserts”.

by Steven Weinstein, CEO, Seismic Capital Company

Many of us have heard of the phrase “food deserts,” but “banking deserts” have not received the same level of attention. Banking deserts are especially prevalent in rural locations, where banks may be hesitant to build a branch due to the possibility of low-profit margins due to the reduced population size. As a result, many people in these areas frequently lack access to both cash and basic financial services – placing them in the “unbanked” or “underbanked” population.

FinTech startups are providing digital-first solutions that address a lack of physical bank locations to give access to financial services and cash to those who would otherwise not have adequate access.

Neobanks rise to the occasion, and FinTech startups embrace new players

The pandemic has made neobanks like Chime a lifeline for the nearly 30 million underbanked households in the country. Operating exclusively online without physical locations, these challenger banks are bringing savings accounts, credit cards, loans, and more to those without a branch bank location nearby. The pandemic has only fueled the growth of neobanks, as consumers were forced to bank online with indoor mandates in place over the last year. Chime’s latest funding round of $750 million, and valuation of $25 billion, only further solidifies the FinTech startups’ star status among investors.

An unlikely competitor to neobanks may be on the horizon, but with just as much focus to solve the lack of bank branch locations. National retailers Walgreens and Walmart recently announced their own plans to enter the banking sector. Each retailer announced efforts to launch a mobile-first banking option to be paired with physical locations in their stores. Partnering with fintech startups, each retailer will ensure a mobile-first solution is in place while their store locations nationwide address any concerns around in-person access. Leaning on their vast loyal customer base, the two brands have an opportunity to further provide options to those in the ‘banking deserts’.

Micro ATM’s bridge the gap to get fast cash

For some communities and areas across the US, access to cash is a constant problem. Many of these towns may even be devoid of ATMs on a fundamental level. Those who do have access to ATMs are frequently confronted with excessively lengthy lines or, even worse, empty machines. The transition to electronic payments is difficult, and tasks like obtaining cash, holding value, and sending remittances are frequently impossible.

We are undoubtedly all aware of the actual cash shortages that occurred in storefronts during the early stages of the nationwide lockdown. Nonetheless, many groups and areas across the country deal with a lack of cash on a daily basis. Many of these towns may even be devoid of ATMs on a fundamental level. Those who do have access to ATMs are frequently confronted with excessively lengthy lineups or, even worse, empty machines. Micro ATMs and digital-first solutions are being used by companies in the area to address this issue. Micro ATMs are a low-cost alternative to costly, stationary ATM services. These portable card-swiping devices, when used in conjunction with local agents, can provide critical cash withdrawal services to individuals who do not have access to a real bank or regular ATM. Beyond geographic considerations, solutions like this assist groups like the elderly who may be confined to their homes. Startups can make banking services more accessible by concentrating on mobile and digital solutions. 

Investors with a keen eye can seek startups that are developing new solutions for places that are in desperate need of these resources. We anticipate seeing a number of nascent FinTech firms in the next year emerge to create additional solutions for banking deserts and the underbanked population, and investors will be keeping a close eye on who is leading the charge.

Implementing a next-generation customer communications management (CCM) platform offers the potential to tackle compliance and CX issues at the same time, enhancing accurate and responsive regulatory change management and empowering optimised customer journeys and omnichannel interactions, irrespective of any limitations in legacy systems.

by Daniel Harden, Financial Services Transformation Director at Paragon Customer Communications

Compliance and CX are two of the most important challenges facing the banking sector today. Though seemingly separate, these trials are not unrelated; regulation is, after all, intended to improve CX. As financial institutions seek to tackle both simultaneously, innovative technology holds the key.

Regulation is a significant challenge for the banking sector. In addition to new and ever more stringent compliance demands, regulators are increasingly taking enforcement action against non-compliant firms. In a clear signal of its determination to ensure compliance, between 2018 and 2020, the Financial Conduct Authority doubled the amount it spent on enforcement and tripled the amount it handed out in financial penalties to over £220 million. In 2019/20 alone, it issued 203 Final Notices and secured a similar number of enforcement outcomes.

Communicating regulatory change

A prominent feature of today’s regulations is about how banks inform customers of changes to their services and the timeliness of this communication. To ensure this is done in a compliant way and that the potential for customer harm is removed, organisations need effective governance and processes in place. Regulatory change management, therefore, must be both accurate and responsive; something that for many banks means rethinking and reengineering how regulatory change is managed.

Besides avoiding enforcement, banks that improve how they notify customers of regulatory change, and the promptness of communications can enhance CX. Today’s customers not only know their regulatory rights; they also expect excellent services. Banks that deliver on both improve the quality of the customer experience. In an era where switching banks is becoming as easy and incentivised as switching energy providers, this can help firms improve customer acquisition and loyalty.

The role of technology

The latest technologies offer banks new and effective ways to improve regulatory change management, with modern systems not merely cataloguing regulatory data, but using regulatory intelligence to streamline and automate processes so they are smarter, speedier and highly efficient.

A modern and intuitive tech stack, when managed correctly, can also form a cohesive eco-system architecture that unlocks the operational efficiencies and agility that make banks faster to market and more responsive to changing market dynamics and customer needs.

Unfortunately, the internal structure of some banking organisations and the legacy IT systems many still use can raise challenges when it comes to implementing these technologies. This is particularly the case where banks have compartmentalised compliance, marketing and operations departments, each with their own siloed systems and data, and individual corporate objectives.

The latest customer communications management (CCM) systems, however, provide a synergy of innovative technologies to overcomes these challenges. Able to unify data across different departmental siloes, they provide a ‘one platform’ approach that automates workflows for sign-off through departments without banks having to experience the disruption of structural change or the internal resistance that would arise from it.

In addition, these CCM platforms enable organisations to centrally manage both inbound and outbound customer interactions, allowing the mapping of customer journeys to ensure seamless interactions and consistent messaging, while helping to prevent vulnerable customers from falling through any gaps.

Modern CCM platforms are also advantageous for banks whose existing legacy systems hinder their adoption of newer, more advanced technologies. Rather than requiring a drawn-out and costly IT infrastructure upgrade, the latest CCM platforms have been designed to seamlessly integrate with legacy systems, making it far more cost-effective and much quicker to deploy digitally transformative solutions. Not only does this accelerate a bank’s ability to improve compliance; it also benefits everyday communications, such as marketing.

Indeed, with regard to both compliance and CX, the ability of the latest CCM platforms to offer personalised and omnichannel communications means messages can be delivered via the customer’s preferred channel. Adopting such a strategy not only provides a better customer experience; it also increases the likelihood that messages containing regulatory information will be read and, where required, acted upon.

Where they are not, for example, if an email isn’t opened, this will be tracked by the CCM platform which can be configured to send a printed letter, automatically, as a backup. The tracking data also enables banks to analyse communications in order to continually optimise processes and make them more effective.

In an era when compliance and customer experience are critical to banks, innovative communications technologies are proving to be highly beneficial. They enable organisations to improve regulatory change management, achieve compliance and deliver better CX without upheaval to internal structure or IT infrastructure. This is particularly true when firms have the support of an expert team with the sector expertise and technological solutions to fully optimise their operations.

Open banking is finally gaining momentum some 3 years after the Second Payments Services Directive (PSD2) came into force. Momentum is building thanks to a combination of trends – technological advancements, maturing bank-FinTech partnerships, and wider acceptance of digital since the onset of the pandemic.

by Andrew Lawson, SVP, EMEA at Zendesk

In February of this year, for the first time in a single calendar month, more than one million open banking payments were processed in the UK – compared to 300,000 for the whole of 2019, and 3.2 million throughout 2020.

However, progress is still slow. It’s slow among consumers: active open banking users in the UK reached 3m in January 2021, far lower than the projected 33m by 2022. And the same is true for businesses – only 2% of financial services firms have met all their open banking requirements to date, while 69% have met half or less. With almost 9 in 10 respondents (88%) believing open banking will increase the number of innovative banking services available to customers in the next 3 years, the future of financial services hinges on this potential being realised.

The two biggest challenges cited were time and effort needed to maintain and preserve the integrity of data as well as limited capability to accelerate the development of quality APIs and API-driven features to market.

The industry tends to point to the consumer or the C-suite within banks to explain the lack of adoption. The ones who are so often overlooked, are the developers within FinTechs. As the creators and integrators of innovative services, they are pivotal in making open banking ‘happen’ but are lacking the support to do so. The most progressive businesses in this space have identified a new financial services customer segment: the developer.

Thinking developer-first

Thankfully, many organisations in the industry are already rising to the challenge and adopting a developer-first approach.

One example is FinTech start-up TrueLayer, whose open banking platform allows engineers, innovators and enterprises to securely and efficiently access users’ bank accounts to share financial data, make instantaneous payments and validate their identity. The company puts developers – the users who actually integrate its solution within its clients’ companies – at the heart of the service it provides.

In practice, this means rethinking a financial services firm’s customer experience strategy.

Digital is critical

Digital transformation means stepping away from legacy tools and channels. But at the same time, financial services firms must adopt the communications styles that most closely fit their users. To that end, TrueLayer’s Head of Client Care, Chris Brogan, said: “It’s developers who are actually going to integrate with our product and by servicing them as best we can, it means the onboarding process is as easy as possible for our client.”

Automate and alleviate

Requests for data, clear documentation and easy access to sandbox environments need to be available in real-time to support accelerated development cycles and iterations.

Artificial intelligence is essential for speeding up response times, reducing operational costs and more easily deriving insight from data in a way that lends itself to the rapid, iterative ways of working developers favour.

Developing the future of financial services

In the open banking era, ‘build and they will come’ can’t be the way we think about developer engagement. Although we’ve made major strides, with more than 300 FinTechs joining the open banking ecosystem and an increasing API call volume, there is still further to go – and what got us here, won’t get us there. It’s not enough to create the APIs and launch a sandbox.

Realising its potential requires true collaboration which can only happen if leadership teams within finance prioritise open and efficient lines of communication with the developer community. FinTech developers need instant and convenient access to the right support if they are to deliver the new services upon which the future of this industry rests. Only then will we move towards the open, integrated future of finance this initiative set out to create.

In the payment world, the change wrought by the pandemic has been stark. More of us are using technology to make payments in alternative ways. This has happened even amongst demographics that aren’t thought to be technically adept, with ECOMMPAY data showing that one in five (21%) 45 to 54-year-olds have increased their digital wallet usage during the pandemic, while more than half (51%) of over 55s say they have used a digital wallet.

by Paul Marcantonio, Executive Director UK & Western Europe, ECOMMPAY

This new normal is the result of major digital transformation – we’re all used to working remotely, shopping online, and using apps to prove our health stats, and mostly enjoy the flexibility and convenience these changes bring.

However, the change has had the side effect of creating prime opportunities for scammers and fraudsters, with these digital environments exposing us all to fraudulent activity at an increased rate. To give you a sense of scale, the UK National Cyber Security Centre revealed that it had taken down more scams in the past year, than it had the previous three years combined.

The impacts of a scam on a business can be significant, causing great reputational and economic damage. So, how can you protect your business from future payment fraud?

Ensure your staff have the right training

Cybersecurity software has come a long way. Modern programs, if used correctly, now offer protections against most digital attacks. However, fraudsters have realised this and now target people through their machines, using ‘social engineering’ techniques to get them to share confidential information. More than 95% of security breaches can be attributed to  human error, so it’s imperative that your staff have training to minimise fraud risk.

Training should include using relevant examples to teach staff about how scams take place and discussing how to identify fraud. It is also imperative that businesses ensure their staff are well versed on the internal processes in place to deal with fraud. For example, if your business chooses to ask for ID before accepting payment, then you should make sure that your staff are trained to follow that process.

Use the latest data-driven technologies

We are all prone to human error so modern technology goes a long way in helping prevent payment fraud. Machine learning software monitors transactions in real time, using innovative algorithms to help companies spot fraud earlier by scanning for signs of impropriety – such as inconsistencies in payment data. This is backed up by research – security software which applies artificial intelligence scoring to inbound transactions boast an average fraud detection rate of 97%.

In addition, it is worth adding a multi-factor authentication (MFA) process. Studies have shown that using MFA can reduce the chances of an account being compromised by an automated attack by 99.9%. By using MFA, you drastically slash the odds that another individual can gain access to your finances.

Finally, encrypting your transactions and emails will stop individuals manipulating or editing documents. There will be no chance of a recipient altering the information for fraudulent use.

Partner with a trusted payment provider

Partnering with the right payment provider will add an extra layer to your fraud prevention strategy and help to grow your business. Trust and safety factors are key, and will lead to increased sales, as customers are more likely to go through with a transaction if they recognise the payment processor as a trustworthy one. The right data-driven payment solution for you should strike a balance between conversion and security, helping your business to grow without subjecting your customers to undue risk.

Be sure to check if your payment partner has industry-recognised safety and security credentials, and reviews or testimonials. Likewise, check their fraud prevention approach. Do they use the technology listed earlier? Do they include human moderation? This could signal whether anti-fraud is a priority or not.

Payment fraud is a scourge for many businesses, and changes in the way consumers work and spend in the post-Covid world could make it worse. However, there are many things that you can do to prevent your business from becoming a victim. By ensuring that your staff are properly trained, using a reputable payment partner and keeping up to date with technology, you’ll keep your business one step ahead of fraudsters.