Below, Rune Sørensen, at Nets, explores with Finance Monthly the impact that sophisticated card infrastructure can have on mobile-led banking.
All this innovation is pushing and pulling card infrastructures in ways no-one could have predicted a decade ago. Mobile banking, ecommerce integration, loyalty and rewards schemes and even IoT payments all link to cards. That’s a lot to ask of a back-end system.
So the question is: how can issuers balance a need to be perceived as innovative with providing a reliable, compliant and fit-for-purpose payment infrastructure?
Payment revenue is falling, so issuer’s profit margins are being squeezed. Technological change is advancing faster than internal systems can be updated, and the demand for developers with the skills to design and implement back-end solutions is growing faster than supply. As a result, the most forward-thinking banks are taking a critical look at their go-to-market strategies, and questioning if a business model where they design, implement and maintain their own systems is still feasible.
Technological change is advancing faster than internal systems can be updated, and the demand for developers with the skills to design and implement back-end solutions is growing faster than supply.
Take payment gateways as an example. Banks need a payment gateway to the card schemes as they are the backbone of broad e-commerce payment acceptance for their customers, thereby enabling banks to benefit from the international e-commerce market - set to grow to $4.5 trillion by 2021[1]. To avoid locking themselves in with a single scheme, these gateways must also be card scheme agnostic. Issuers now have the choice of whether to develop and maintain these gateways themselves, or to prioritise reliability and time to market by working in collaboration with a trusted partner.
The debate around outsourcing infrastructure has been simmering under the surface for the last few years, and was brought into focus by the Second Payment Services Directive (PSD2). Open banking is bringing huge opportunities to banks because the importance of national borders in the provision of financial services is diminishing. This opens up the market and benefits consumers, and enables banks to target whole new countries of potential customers. However, these opportunities come hand in hand with two significant challenges.
Open banking is bringing huge opportunities to banks because the importance of national borders in the provision of financial services is diminishing.
First, banks must ensure that their payments infrastructure is compliant not only with EU and their own national regulations, but the domestic regulations of any other international markets they intend to enter, as well as the complex and constantly evolving requirements of the card schemes. Card scheme compliance alone is a great responsibility, demanding increasingly more resources as the service portfolio diversifies and becomes more complex, predominantly driven by mobile payment enablement. This is an enormous undertaking – and one difficult to justify when there are dedicated providers of back-end systems offering full compliance for less than it would cost a bank to create and maintain it themselves.
Second, scalability is key. In the increasingly globalised world of financial services, exciting new products must be made available to all customers at the same time, without any of the downtime associated with launching new products and systems. Stability and security are fundamental to banks; innovation alone means nothing.
It’s clear that, in an era where banking and financial services are evolving faster than ever before, banks need to put their money where it counts. A flexible and reliable card infrastructure will be crucial to a successful transition as more and more financial services move to being predominantly mobile – and in the future, maybe even mobile-only.
Although most consumer-facing financial institutions now offer mobile applications, that doesn’t mean that they are ready for a world where smartphones are the primary point of contact with their customers. This is a new reality, and as the industry changes issuers must evolve too. Those that survive and thrive will be the banks that focus on their delivered customer journey and value-adding core business areas – and it’s time to ask if this really includes developing and maintaining back-end systems.
So, put your cards on the table. Is your infrastructure up to the challenge?
[1] https://www.shopify.com/enterprise/global-ecommerce-statistics
Trust, context, the story, the relationship; these and many more are the strategy picks of today’s challenger banks, and the weapons of choice in today’s battle for the high street consumer. Below Finance Monthly hears from Yelena Gaufman, strategy partner at Fold7, who explores the current banking landscape and the increasing dominance of social good.
There is an undeniable disruption currently occurring in the world of banking. Innovative and cost-effective fintech and 'neobank' startups such as Revolut, Monzo, Tandem, Starling and Monese, are offering a fresh spin on an old formula and winning customers across the UK and beyond as a result. These are digital-first banking brands boasting features borne from bold, utility-first strategies and, more recently, a drive towards social good, and it's predominantly these features that have won them such good press and such good custom.
There is still a catch, though. This disruption might be well-documented, but it's not a foregone conclusion. Even if they are the “banks of the future,” these challenger banks could still learn a thing or two from their brick’n’mortar forebears when it comes to building trust, and they should start by asking one simple question: What is it that makes a person commit to one brand over another? Something so powerful it can transcend convenience and commodity? Emotional connection.
These challenger brands might offer a convenient, forward-thinking service, and they certainly represent significant value, but they often struggle to communicate their value proposition to consumers, particularly outside their traditional audience of urbanite early adopters. They also might offer a compelling vision of a different kind of banking, but what they really need to develop if they want to sow the seeds of genuine, lasting displacement, is an emotional connection with consumers.
A foundation of trust
The most obvious hurdle facing our fresh-faced fintech brands is the legacy and authority established by the incumbents. Consumers are far more likely to place their trust in the hands of an institution with a proven history, especially when it comes to parting with their hard earned bucks.
Building trust takes time, of course. But fresh-faced fintech brands do have a pair of aces up their sleeves. They are still figuring out what they want to be, and, perhaps more pertinently, whom they want to be trusted by. The clay is still wet, and willing to be mold into a prism through which all future brand decisions can be made and understood. When building their brands, however, and forging an emotional bond with their consumer, they should take two things into serious consideration:-
Growth, storytelling and worth
In order for new banking and fintech brands to truly demonstrate their worth, a compelling brand story and a brand purpose is an absolute necessity. It all starts with understanding the context of what you're offering and how it plays into the lives of your intended audience. Being a feature-led, innovative company is great, but what is it that defines your work beside it being new and convenient?
Making a brand feel like it's actually worth something is no mean feat though. One way of doing this is to underline the role that your brand's innovations can fulfil in our daily lives, effectively tying the business and its services together with a wider sense of purpose. This is a method ably demonstrated by one of our recent campaigns for Gumtree.
Aptly titled “Turning Points,” the campaign visualises, in a very bold and unique way, how the app can help users to seize opportunity from change. We see a young couple moving through various stages of their life together, with Gumtree a facilitator of the natural changes that affect a lot of us at “that stage in our lives.” The app is used to swap a bike for a crib and then that crib for a bunk bed, before the crib is finally shown being sold on to another young couple, ready to begin their own adventure. It's a snappy, visually striking idea that reinforces the power of using familiar emotions to bridge a brand to its potential customers.
We currently sit at an intriguing juncture in banking for both disruptors and incumbents, with the industry forcing older brands to think about how they operate and vice versa. If the startups of today can organically forge and nourish emotional relationships with their customers and build lasting legacies of their own, the banking landscape of the near future could look very different indeed.
The Bank of England (BoE) has released its latest data on mortgage lending this morning which reveals that new lending commitments are at their highest level since 2008 Q1.
BoE also reports that first time buyers increased their share of the market to 21.4% in Q2 2018 - a rise of 1.8% against the previous quarter. Despite the surge in lending, the mortgage market continues to be challenged by a combination of fierce competition from traditional and non-traditional players.
With the rise in the lending market, there is an ever-growing need for traditional lenders to offer innovative solutions that provide faster and more efficient end-to-end mortgage resolutions.
In the FCA’s Mortgages Market Interim Report 2018, the need for more customer-facing innovation in the mortgage market is being encouraged for traditional lenders. On average the loan procedure can take approximately 45 days and this can be exasperated if the loan requires additional underwriting.
Most of the time the lenders will underwrite applications manually, which risks inaccurate pre-approval. Traditional lenders are seeking out next generation technology solutions to compete with non-traditional players to better manage the entire mortgage lifecycle.
Across the assessment, valuation, offer and contract completion process, manual data-entry errors can be reduced using Optical Character Recognition technology (OCR) by attaining customer data from key documents automatically. These bots extract applicant’s personal details from know your customer (KYC) documents and automatically review the applicant’s credit history which will speed up the mortgage application lifecycle, thus reducing the probability of manual error.
Puneet Taneja, Head of Operation at Intelenet Global Services, comments: “Buying a property is an important chapter in anyone’s life - dragging out the process creates a great deal of stress, preventing customers from getting their dream home as quickly as possible. Rather than having to wait for days to find out whether an applicant is eligible for a mortgage, automating the checks required across the assessment, valuation, offer and contract completion process takes away the headache away from mortgage brokers so they are able to communicate to customers and give them offers in 30 minutes.
Puneet continues: “Using this AI & Automation based initiative which uses bot technology to gain business intelligence alleviates the pain of mortgage brokers getting applicants data to find out if they are eligible. Digitizing the home-buying process by intelligent reporting & dashboards reduce processing times by 40% and costs by 50%.”
(Source: Intelenet Global Services)
The high cost credit industry hasn’t been rocked by the reported demise of payday lender Wonga, it is just mutating, says financial expert Jasmine Birtles.
Birtles, founder of MoneyMagpie.com, says that high cost credit is alive and well in the UK thanks to continuing lax rules on lending rates and the desperation of vulnerable families, many of whom have been hard hit by austerity cuts and the introduction of Universal Credit.
“One gets a sense of schadenfreude seeing Wonga brought down partly by claims management firms - firms which also often use questionable marketing tactics to get their customers and then charge over the odds for their service,”says Birtles. “However, even if Wonga does go into administration, it doesn’t by any means herald the end of high cost credit. There are many over-priced lenders on the market, and more waiting in the wings, to take up the slack.”
Birtles is calling for a two-pronged approach to dealing with the lending crisis in the UK:
What it means for Wonga customers
Sadly, if Wonga does go into administration it won’t mean that current customers will have their debts wiped out. The administrators will take over the running of the business and will demand money in the same way as the company would have done before - possibly even more vigorously
What it means for the industry
It sends a warning shot across the boughs for other high cost credit companies but it won’t stop them charging over the odds for short-term loans. In fact it may even encourage other companies to ramp up their offerings to fill the gap.
Already there are companies doing well out of high cost credit:
(Source: MoneyMagpie.com)
Austin Newkirk began his insurance career at a local agency in his hometown of Toccoa, GA and later on transitioned to Country Financial for an expansion of opportunities. Currently a sales leader for the firm’s local office in Toccoa, his role involves finding new ways to market Country Financial’s products and recruiting new businesses and individuals. Below Austin tells us about his passion for insurance and how this passion changed his life!
What are the typical insurance matters that you assist clients with?
Each day I assist our customers with typical insurance matters such as servicing current policies and making sure that they are taken care of properly. I process payments daily, work on claims and make any policy changes that a client may request - these are just a few of the many things I do for my customers.
What drew you to this field?
Insurance was not my first choice as a career. I am an extrovert and I love to socialise. As I grew older and began college, I started thinking about different career paths that interested me. At that time I had no idea what I wanted to do. While in college, I served as a parts sales manager at AutoZone. I loved the job and the socialising, but there was no opportunity for advancement within that company. I started reading online and the idea about a career in insurance hit me like lightening! I love the customer service side of this job and being able to help people with something that truly makes a difference in their lives is a phenomenal feeling.
What are some of the complexities of working within insurance?
Insurance is very complex and helping people understand it can be just as challenging. When working within insurance, there are so many different aspects to focus upon, but at the same time, so many resources to help you learn. Insurance is constantly changing and there is always something new to learn.
What are the challenges that you’ve been facing recently in relation to changes in what customers expect in terms of insurance products and services?
In the insurance industry, one challenge you will always face in relation to changes in what customers expect are rates – they are constantly fluctuating. It is a battle that all agencies fight. It is especially difficult when a long-term customer with a clean record comes in and we have to tell them that the state has raised the rates. At this point, we, as professionals, have to show these customers value in what we do to keep their business.
Technology and systems are always changing and this can cause customers to be uneasy toward any change - especially when trying to show customers new products and services. Sometimes change must happen due to ever-changing factors in the insurance business and customers’ lives. With these changes, we must prepare to assist our customers with any new updates that are happening frequently. Programs are added and removed, making everything change which, in turn, can upset our customers and sometimes, the agent too. Due to mandated insurance laws, every company and its agents should always be prepared to adapt to new changes in the insurance industry.
What do you hope to accomplish in the future?
Working in insurance has changed my life. My goal is to open my own office in just a few short years and run a successful insurance business of my own. I’m going to continue to love the career path I have chosen and continue to help service my clients to the best of my abilities.
I encourage any person who’s not sure what career path to take to look into the insurance industry. It is a sector that will always be around and there is always opportunity for advancement. The satisfaction of helping a person identify their needs and providing them with a solutions is very satisfying and it makes me feel like I have helped someone in need.
Two years on from the CMA market review which initiated Open Banking, Jake Ranson, banking and financial institution expert and CMO at Equifax, anticipates profound long term impact.
Open Banking was established to encourage competition. It’s well known that current account switching remains low, but this doesn’t reflect the full story. The initiative has been a wake-up call for traditional banks to improve their understanding of their customers and tailor services to their needs. Consumers won’t necessarily have to switch to experience improvements in their banking services.
Since inception two years ago, Open Banking has prompted exciting and much needed product developments to facilitate faster and more effective banking services for consumers. Many providers have applied for Open Banking regulatory permissions, showing the huge appetite to offer new and improved services.
The services that will really take off are the ones that give consumers transparency, control and save them valuable time. Consumers need a compelling reason to share their data, whether it’s faster lending decisions or the ability to access financial products better suited to their needs, and providers must articulate the value clearly in order to succeed.
The potential next steps are vast. We could see services that go beyond banking data, encompassing for example social media information so that consumers can manage their data in one place to gain easier access to tailored services. More and more companies are likely to get involved, potentially including players as varied as online estate agents and debt management companies.
Momentum is building but there’s still a need to educate consumers on how Open Banking can improve their financial lives. Equally important is reassurance that they maintain control of their data, it will only be used with their permission and they can revoke access at any time.
What’s that saying? You’re more like to get divorced than you are to switch your bank account. Below Matt Shaw, Strategist at RAPP UK, explores why high-street banks need to re-connect with young customers or face losing the next generation to digital first challengers.
For ten years now consumers have been used to getting less from their banks. Lower interest rates, fewer high-street banks and little reward for their “loyalty”.
Against this backdrop a quiet revolution has begun. New digital first challenger banks like Monzo, Atom and Starling are offering something genuinely different and are hoover-ing up younger audiences in the process. What’s more, Open Banking is set to explode consumer choice and making comparing and switching banks easier.
While these challengers pose a threat, established retail banks have a limited window of opportunity. At the moment young consumers are using these challenger bank accounts as “play money”, a supplementary account, allowing them to budget better, rather than a direct rival to the Big Four. However, this “play money” perception is likely to change as customers become more engaged challenger banks’ products and their brands become more established and more trusted.
Traditional retail banks need to sit up and take note if they want to capture the next generation of customers.
Driving preference
Whilst loyalty may be dead, retail banks still have an opportunity to deliver value to their customer base and protect against digital first challengers. Rather than aiming for (and missing) loyalty, retail banks should look to consistently drive preference across the customer lifecycle.
At RAPP we use three key elements to drive preference: Value Perception, Customer Experience, and Generosity.
Good customer data is central to all three of these elements. While new digital first challenger banks have no issues with this, it’s safe to safe that many retail banks will need to get their legacy data and systems in order if they want to deliver these elements.
Value Perception
One of the easiest ways retail banks can drive preference is by reflecting and reminding customers of the value they receive and the relationship they have.
Digital first financial services are currently leading the way in this space. Savings app Chip uses AI to analyze customer data and recommend opportunities for them to squirrel away money into their account in real time. Whilst this is a great new customer experience, the app is also amazing at replaying value back to customers. When money is transferred from your account, their friendly chat bot notifies you with an encouraging message and a humorous gif telling you that you’re #winning. When you ask for your savings balance they not only replay your balance, but your savings to date, your interest rate, the value of this interest and when this interest is due.
Customer Experience
The customer experience gap between digital first challenger banks and established retail banks couldn't be much greater at the moment. Whilst new challenger banks have no high-street stores, they’re beating established banks where it counts, through digital and mobile apps.
Monzo, Starling and Atom offer a stark contrast to the mobile apps of established banks. Their platforms offer spending analytics, integration with third parties and enhanced functionality like bill splitting and money pots; in comparison established banks can offer only the most basic functionality (balance enquiries, payments). Moreover these new challenger banks are constantly evolving their offering, while established banks can only give their apps a UX facelift with no new functionality.
New challenger banks are raising expectations of what a bank should offer consumers, particularly among urban millennials – something established banks should be concerned about as they are the most likely audience to switch provider (32% say they are “very likely” to switch in the next year[1]).
Generosity
Generosity is all about recognizing and rewarding customer engagement through regular value-adds that make customers feel valued.
Retail banks need to get out of the habit of using the transactional rewards based on cash back and increased interest rates. Instead, retail banks should looks to create value through customer data and collaboration with third parties. Both Starling and Monzo have added “marketplace” functionality to their apps allowing third parties to offer customers their services. Starling have two “loyalty” schemes (Flux and Tail) offering customers instant cash back when they make a purchase at restaurants and shops. However, this functionality has the ability to grow exponentially, and into non-financial generosity, with Open Banking making it simple for banks and third parties to interact.
Established retail banks can no longer sit back and let inertia reign supreme. Not only are new banks challenging the status quo and winning younger audiences, their nimble user interfaces and pristine databases mean they are also the most likely to profit from the future innovations of Open Banking. Established retail banks need to wake up to the challenge and rediscover how to drive preference. They can do this by innovating their customer experience to match new heightened expectations, using customer data to replay value and by smattering their base with product and non-product generosity.
Four out of five businesses will use chatbots by 2020, 85% of all customer interactions will be handled by them and they will generate $600bn in revenue in the same year, according to a recent Oracle survey. This week Chris Crombie, Product Manager at Engage Hub, believes now may well be the best time to start investing in chatbots.
In just under two years’ time, chatbots – conversation-mimicking computer programmes that provide your customers with an instant, personalised response – will be ubiquitous. Driven by innovation in artificial intelligence (AI) and the insatiable desire to enhance and personalise the customer experience.
Simply put, chatbots are one of the clearest concrete examples of how the “AI revolution” is impacting on the business landscape and on the day-to-day lives of millions of consumers worldwide.
Consumers happy to chat to bots
Consumer familiarity with chatbots has increased over the last decade, a result of our familiarity with things such as self-service machines in supermarkets and interactive IVR.
With the latest advances in AI technology pushing new boundaries, it’s easy to see why many are claiming that 2018 is set to be “the year of the chatbot”.
That’s because, for any company that has an interest in offering a great customer experience, the potential benefits of enhancing customer satisfaction and responding to customer’s needs in a faster and more efficient manner by using chatbots are immense.
Plus, new messaging applications such as Facebook Messenger, WhatsApp, WeChat and traditional SMS are proliferating, which means millions of new opportunities to reach customers and communicate with them using the communications channels they utilise and like the most.
Understanding innovation in AI, Machine Learning and NLP
To understand the latest chatbot innovations, it’s necessary to have an understanding of Artificial Intelligence (AI), Machine Learning and Natural Language Processing (NLP).
Artificial intelligence is the theory and development of computing technologies that can perform tasks that previously required human intelligence. Mainly relating to speech recognition, visual perception, decision-making or language translation.
As an extension of this, Machine Learning is the application of AI technologies in ways that use data to learn and improve automatically, without being given explicit instructions. While NLP is the branch of AI that helps computers understand human language as it’s spoken and written to be able to understand intent.
The computer chatbot uses AI and NLP to imitate human conversation, through voice and/or text. So, in addition to the above-mentioned text-based instant messaging systems, voice-controlled chatbots are becoming increasingly popular, both in the home and in business contexts.
Amazon Alexa, for example, has proven to be an immensely useful consumer technology over the last two years in terms of its educational benefits, teaching consumers about the ease-of-use of voice controlled tech and helping them to feel comfortable and happy using it.
Test chatbots properly, to boost business
So that’s a brief overview of the key technologies and the commonly-used acronyms behind chatbots. Yet the key thing you need to know if this: when implemented correctly, chatbots are a demonstrably fantastic way to increase engagement with your customers.
So, what’s the secret of rolling out chatbots in a way that resonates well with your customers and doesn’t risk you losing sales?
As with any new technology, rigorously test it out internally before you let your customers start to use it. This is particularly critical with chatbot applications, as the bot will start to learn from your team, which helps to ensure that it knows how to deal with a wide range of the most common customer questions, complaints and enquiries.
Thorough testing will ensure your chatbots work as efficiently as possible, giving the correct information to customers as rapidly as they demand it.
All of which means that you will gain a clear competitive advantage, future-proofing your business by improving the customer experience whilst also delivering operational excellence.
Connecting you to your customers 24/7
Businesses in all verticals, particularly finance, retail and logistics, and businesses of all sizes – from small start-ups through to global enterprise – need to be investing in the latest chatbot technologies in 2018 to stay ahead of the curve.
And in today’s market, enhancing the customer experience is all about providing a high quality ‘always on’ service to deliver the information that they need, on demand, 24/7.
Andrius Sutas, CEO and Co-founder of AimBrain looks at the limitations of secrets-based authentication and the three simple steps that banks can take to enhance security and facilitate innovation.
In this digital world, security is more challenging and demands more resources than ever before. Customer centricity – remote onboarding and eKYC, faster payments, greater interconnectivity between FS providers and any other customer-first initiative – offers unprecedented convenience for the consumer, but places immense pressure on banks and FS providers to offer such services quickly, cost-effectively and, most importantly, securely.
Mobile banking, for example, is undoubtedly one of the greatest things to have happened to the sector. Reducing branch spends, rapidly enabling new products and greater segmentation, remote onboarding…it has been a pivotal step for the industry. But never failing to miss an opportunity are the criminals that seek to dupe, coerce and attack. Mobile banking is particularly susceptible to fraud; Trojan attacks doubled in volume last year against 2016 and increased 17-fold compared to 2015. McAfee also said that it had detected 16 million mobile malware infestations in Q3 2017; double the number of the same period in 2016. Supplement these attacks with omnipresent, large-scale data breaches and you’ve got one marathon migraine coming on.
So, it is no wonder that banks now find themselves in a position of having to pool resources just to defend against mobile account fraud; and that is a single channel in the customer engagement journey. On-device biometric authentication is a patch fix for a problem that is only going to grow; the fact is that the only way to be utterly certain of an individual’s authenticity is by verifying the person, not the device.
Passwords don’t work. It’s not rocket science. Anything that can be intercepted, guessed, hacked, teased out – does not work, and the more enterprises continue to rely on passwords and secrets, the more resources they will find themselves throwing at the problem. What’s left? Hardware is antiquated, OTPs via SMS have proven themselves to be dangerously easy to intercept, and push notifications rely on the physical proximity of a device.
So how can banks truly secure customer data, act compliantly and have the freedom and flexibility to innovate? We believe that the strength lies in layering on security, in a simple and easy-to-configure model that is fit for both today’s fraud and the challenges of tomorrow.
Biometrics (how someone behaves, looks or sounds) can fulfil these requirements, and more. Unlike securing the authenticity of a device, biometrics assure the authenticity of the person themselves. And better still – unlike passwords – they are not secrets. They are everywhere! We leave fingerprints wherever we go, our faces are on show, we talk into devices all day long.
This might seem counterintuitive, but it’s not the data, but the way in which biometric data is treated that creates the security. We’re not just talking about templating it using algorithms – pretty standard methodology across the industry – but about how to keep it secure.
If someone has your password, they have your password. It’s black and white. If they have a video of you, or a recording of your voice, this might be enough to beat some authentication gateways. So, the key is to continually add challenges to beat the fraudsters and make it impossible for someone to pretend to be the customer, whilst keeping it simple for the customer.
How? We think it boils down to three steps.
These steps will keep banks ahead of the capabilities of even the most sophisticated presentation attacks. We recently launched AimFace//LipSync, which combines facial authentication with a voice challenge and lip synchronisation analysis. A customer can enrol or access simply by taking a selfie and simultaneously reading a randomised number. Nothing exertive. Pretty simple really. But – we think – impossible to spoof by any method available today. It’s about staying one step ahead of fraud, in a way that minimises inconvenience to the user, and your biometrics partner should have a solid roadmap in place that demonstrates consideration for the fraud we haven’t yet seen.
The password is not fit for purpose. Secrets are dangerous. Biometrics are a simple yet secure way of authenticating the person and keeping their valuable data and assets safe.
AimBrain is a BIDaaS (Biometric Identity as-a-Service) platform for global B2C and B2B2C organisations that need to be sure that their users are who they say they are.
The Lords Select Committee recently issued a report: “AI in the UK: ready, willing and able?”. It outlines the burgeoning AI industry including the public understanding, engagement and design of AI and how the UK can become best placed to build and develop safe, secure and successful AI businesses.
Louis Halpern, Chairman of Active OMG, the British company behind the natural language conversational self-learning AI, Ami, spoke to Finance Monthly below.
AI will penetrate every sector of the economy and has tremendous potential to improve people's lives. I am pleased the report aims to set out a positive framework for the UK AI industry. However, the proposal is not enough to make the UK a leading destination to build and develop AI businesses. We embrace technology when it is safe, normal, and when it makes our lives better. If AI policy is directed at these elements we have the opportunity to make the UK a world leader.
For us at Active OMG safe means personal privacy. Consumers need to know their data is safe. We have to avoid the AI industry being tainted with Facebook Cambridge Analytica type scandals.
We use personal data so our clients’ customers have a better experience. When we apply the machine learning part of what we do the data is anonymised. We do not know if they are Mr or Mrs Jones, Chen or Blackwell. We are not concerned with the details of individuals. There is complete separation of personal and anonymised data.
Overcoming fear needs education, not reaction to “scandal’. The government should be educating individuals on how their data is going to be used and kept safe by the current legislation. We suggest a government information campaign, like the drink driving or Aids campaigns of the past. By explaining the data issue to people it will proactively help normalise AI.
The report talks about investing in Phd programs and cultivating AI companies directly from academic research. Yes, but we need to start programs in schools now to teach children how to use AI as a tool to thrive in a world where AI is normal. In the Pan Canada AI strategy they argued that AI should be taught alongside degrees, e.g. Sociology with AI. To become a leading AI nation, Britain must adopt a similar stance and ensure AI is intrinsic and everywhere.
Economies thrive on entrepreneurship. Entrepreneurs will develop the AI that will change our lives, like the iPhone and the personal computer. These devices cut across every industry and benefit every consumer. Government needs to follow the same model. The report talks about specific Government departments and initiatives; these will stifle, not accelerate. Every Government department needs to set an example by making policy that puts AI at the heart of what they do. No western country has been this brave.
When electricity became available it’s light quickly illuminated everything. To be a world leader, the UK needs to ensure AI’s light shines in every corner.
There are three core principles for Open Banking. This video explores those three principles and talks about the risks and opportunities involved.
The 3 key principles of Open Banking are:
1. Real time sharing of data, including statements and transactional data
2. Real time initiation pf payments, that allows other organisations to initiate payments for you
3. Information of products and services that allows comparison
Open Banking brings opportunities to work with new organisations and provide consumers new and innovative solutions but also creates new compliance and governance questions to ensure that organisations can protect consumers' privacy and support consumers to get the value out of their data.
Below Felicia Meyerowitz Singh, Co-founder & CEO at Akoni Hub, talks Finance Monthly through the implementation of PSD2 legislation this weekend, with an overview of open banking, what it means for financial services, and what opportunities are in store for banking customers.
It’s been a long time coming but we are entering an era of greater access and better financial services that will finally put the needs of customers first.
The catalyst of achieving this much needed and long overdue result is the culmination of big debate, endless lobbying and necessary government legislation.
For years banks have sat on the most valuable asset to any business: the infinite transactional and financial data of customers that essentially define individual’s tastes, preferences, budgets and - crucially - their requirements for building and planning their lives.
High street banks - reluctant to share their oligarchy of power, held on tightly to this data - unwilling to share it with others - or use it to enrich their consumer experience and put them at the heart of their business model.
With open banking, this power will be wrestled from the big incumbents and data will be available to third parties, SMEs and new digital players. This will lead to a better future for financial services, one that increases competition and creates a greater consumer experience. More businesses will finally have a shot at delivering services that are tailored and relevant to individual customers.
Open Banking will also strengthen the role and influence of FinTech companies that have the agility and open APIs to make data sharing possible and to disrupt the status quo. We have already seen new banks like Starling Bank taking the lead, by creating partnerships with other FinTechs to create a customer rich ‘Amazon of Banking’ experience.
Together with multiple significant other sources of data being made available with consent and through API format, this will finally deliver financial products in a simple and meaningful manner, with automated prompts as companies or market products change, resulting in data innovation and improved financial outcomes, as well as removing the hassle for enterprises, saving time and money.
Key to this is delivering analytics in an easily understandable form without overwhelming businesses - leveraging the rapidly advancing data science technologies, machine learning and AI, as well as outstanding design and user experience is part of the market change we are moving towards. While the UK and EU lead the way, there are early sprigs of global growth for international solutions.
Incumbents are not resting on their laurels. Many banks and financial institutions that make up the global sector are making impressive strides to capitalise on open banking, while also exploring valuable collaborations with new innovators that can help them harness the immense value of their data.
A great example is BBVA, which has embraced the digital movement and has set itself apart from other global offerings and is putting the client front and centre. The Spanish bank has nurtured the development of impressive FinTech firms – such as the digital ID startup Covault- while also making some canny acquisitions to keep it at the forefront of innovation that resonates with a new generation of consumers and keeps them agile and technology focused. This includes the purchase of digital bank Simple.
Open banking also presents some challenges. Exposing large quantities of personal consumer data could increase the risk of cyber-attacks, hacking and identify-theft. The possible reluctance of customers to share their personal data could also derail the initiative. Educating consumers and gaining their trust around data sharing will therefore be crucial to the success of this initiative. So too the need for businesses to share information within a secure platform and for online payment providers to be scrutinised by the rigorous laws in place.
If all goes well, the developments of open banking – and the opportunities they bring to consumers– cannot be overstated. Banks will get another chance at creating better value-added services, while SMEs will finally have the access they need to deliver what their customers truly want and ultimately transform their consumer experience. Additionally, corporates are also now included in the scope of Open banking, increasing pressure on banks to deliver improved services to the neglected business market.
We only hope that customers will see the value of it all to willingly share their data and banks will leverage their relationships of trust to deliver solutions of value to their commercial client base. With their consent, the blueprint for a better future of finance can be mapped out for generations to come.
