Digital payments promise greater convenience and efficiency with lower cost but also carry substantial potential risk to the economy at large. The long-term success of this innovation will depend on the development of a top-down, holistic regulatory framework to securely govern digital payments, maximizing benefits while minimizing risks.
Despite the trauma inflicted by the pandemic worldwide, the financial sector has stood strong, with Islamic finance showing particular resilience and continuing its rapid growth, especially in the Middle East, Africa and Southeast Asia—a growth that is being aided by digital technology as new digital Islamic banks sprout up worldwide.
Technology has soared during the COVID crisis, but the outlook for fintech funding has been mixed, as investors prioritized surety, especially during the pandemic’s early days. Although fintech funding experienced a pronounced drop during the first half of 2020 across VC, PE and M&A, it has recovered impressively, auguring well for 2021.
Innovation helps businesses function better and investors invest more profitability, but only if they monopolise on the most lucrative technologies and pioneering firms. With so many choices, where to begin in uncovering the opportunities with long-term growth and profitability so that the investor reaps rewards and not disappointments?
2021 is fraught with questions about banking’s future in the strange, perplexing COVID-19 world, but there are key technological trends for industry participants to explore and exploit. Open banking, embedded finance, time and money, personalization, cybersecurity, digital currencies, payments without intermediaries will be principal factors in reshaping banking in Russia and worldwide. Staying in the game will hinge on a bank’s determination to make digital transformation its key strategical goal.
In today’s cybercrime-infested environment, the frontline position of chief information security officer couldn’t be more crucial. But increasingly, CISOs find that not only do they receive criticism for events beyond their control, the control they do have to determine their firms’ information-security strategies is being threatened. The CISO must be re-empowered by regaining sole ownership of the levers needed to set the company’s security priorities and drive its cyber-defense agenda.
No one can deny that around the world, bank branches are shutting their doors, alarming consumer advocates. But who is mainly behind the trend away from brick and mortar and toward digital? As research proves, the prime mover is the customer, whose changing demands and expectations are causing the shift. Fortunately, today’s two main banking channels are not mutually exclusive; they can work successfully in tandem.
Although the GDPR—designed to augment consumers’ data protection and privacy—is the brainchild of the Council of the European Union and European Parliament, its reach extends far beyond Europe. In the United States, it is no longer a choice but a must for financial firms to adopt stricter consumer-data-protection measures. The costs of not doing so far outweigh the costs of compliance; regulators expect data security, and so do customers.
Banks are supposed to put up sturdy walls to protect the sensitive financial information that they closely guard, but sometimes these silos work to the benefit of the fraudsters intent on breaking in and stealing it. When bank teams work together, they present a much stronger unified barrier against cyber-criminals. What five steps do banks need to take to make this collaboration happen?
Cyberattacks have become one of the biggest threats, not only to business but to society at large. Cybercriminals, hacktivists and nation states are now capable of deploying malicious code to bring down everything from corporates to critical infrastructure in an instant.