The rapid adoption of artificial intelligence and machine learning in all corners of the financial sector, particularly in anti-money-laundering (AML) efforts, has excited and inspired onlookers and participants alike. But as with all innovations, there are pitfalls to unquestioning acceptance that can actually worsen the situations these technologies are meant to address. Human intelligence must work cooperatively and in the lead role alongside AI and ML to guarantee the best results.
Mr. Romesh Sobti, CEO of IndusInd Bank joins International Banker to discuss Indian banking reform, the wider challenges facing banks in India and IndusInd’s goal of doubling profit in the next three years.
When the first internet protocol was invented in the 1960s, it was primarily developed for science and industrial purposes, therefore only enabled machines to talk to each other. It had well thought mechanisms that could identify the machines, but it was not designed to enable the secure identification of the person using them.
You could be excused for thinking that financial inclusion is a given. In reality, however, this is far from the truth. As illustrated by a recent report by the World Bank, 1.7 billion adults across the world are ‘unbanked’, meaning they do not possess a bank account or have access to formal finance. This situation is not confined to just one part of the world. Whether you live in a developed country or developing region, the unbanked can be found. For example, just 14 percent of adults in the Middle East hold a bank account.
The platform economy, today’s economic and/or social online matchmaker, is set to transform another industry – financial services. To keep up, banks will need to adapt their business models to an outside-in approach that recognizes the importance of openness and collaboration in developing personalized products and services that enhance the banking experience for customers and enable them to manage their finances holistically.
Using technological innovations to make the process of completing financial transactions seamless and convenient for customers seems like a worthy objective for banks. It’s a good goal, but it doesn’t go far enough. Celent’s recent survey indicates that today’s digitally oriented consumers expect more; they expect to be positively engaged through relationship building, which will result in their banks knowing them well enough to offer invaluable, tailored financial advice.
The good news is that economic growth globally is strong, with a few exceptions, as the world shakes off the effects of the Great Recession. But economists are uneasy about troubling undercurrents, such as protectionist trade policies, that could whip up into a global trade war. Most are hoping that trade relationships can be repaired, acknowledging that the time is now to rebuild rather than burn bridges.
Credit cards have become an essential staple of the financial world within the past century, so a world without them seems inconceivable today. But the marriage of Open Banking with Instant Payments is making that reality look more plausible, and in the not-too-distant future. How can banks not simply survive but excel in the new post-card world, in which the payments process moves in-house, providing a wealth of data?
Lately, there seems to be a frenzy well fed by consulting firms in the enterprise world about digitisation and the necessity to “digitise” companies’ business models and operations.
As the landscape of financial services continues to change, it’s critical to stay ahead of the game. ATMs were groundbreaking achievements once upon a time, while more recently, mobile baking was the logical next step in banking’s maturation.