A few months ago, one of my colleagues asked me “Do we have a document on what we think
Banking will look like in ten years?” My reply at the time was “No, we don’t, but I’m sure we
could have if you felt one would be useful.” Well, here it is.

“Predictions are risky, particularly ones about the future.” That's probably not an original phrase but
certainly associated with the former U.S. Vice President, Dan Quayle. So clearly, there
is some personal bias and naturally a focus on the role of data and analytics in what we see as
the key themes for financial services over the coming years.

However, there are huge opportunities for transformative change in Financial Services and
these are probably only exceeded in volume by the hype surrounding some of the underlying
capabilities – blockchain, “artificial intelligence”, digitization and so on. As someone who has
managed to navigate a career from the CRM hype of the 1980s all the way through the dot com,
“big data” and now Fintech and AI booms, I personally remain to be convinced that Financial
Services is going to have an “Uber moment” in the same way that some industries have been
transformed. However, the rise of challenger banks, Fintech and perhaps more significantly, the
platform providers such as Amazon, Apple and dare I say Facebook suggest something - that at
the very least, incumbent institutions may find their customer bases being cherry-picked based
on high value and lower (or perhaps better understood) risk customers.
There are huge opportunities for transformative change in financial services and these are probably only exceeded in volume by the hype surrounding some of the underlying capabilities – blockchain, AI, digitization and so on.
To keep up as a whole industry, Financial Services have to put analytics front and centre. They
have to get beyond getting “agile, or “understanding their customer” and really hit the nail on its
head when interacting with their audience. This requires change throughout the organization
and not only in the IT department. The concept of Teradata’s Sentient Enterprise provides a
conceptual vision enabling them to truly make use of their most important asset: Data.

Transformation takes time and careful planning. However, one of the things that Teradata does
for our clients is help them develop analytical roadmaps. Companies who want to compete in
today's fast-moving business environment will need to operationalize their analytics quickly and
effectively. However, many customers do not have an explicit analytics strategy. Therefore, one
of the things we’ve included in our discussion is a high-level roadmap for Financial Services
companies on their way to leveraging the power of Data and Analytics.

There may well be changes to the details over the next ten years - it’ll be interesting to look
back when I’m older and greyer and see how close we were to reality. It’ll also be interesting to
see if today’s incumbents with hundreds of years of history and experience are thriving or just
Mark Perrett
Mark Perrett is Head of Financial Services Consulting for Teradata International. His team provide subject matter expertise for colleagues working with our many Financial Services customers across the globe. After spending sixteen years working at Barclays Bank in the UK, Mark has also spent time working in Utilities. For the past eight years he has worked as a data and analytics consultant focused on helping organisations deliver business value from their investments in technology. Mark holds a degree in Psychology from Lancaster University and an MBA from Henley Management College.
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