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The Future of Banking

What does the future of banking look like? Undoubtedly more digital, more open, more consumer-centric and more collaborative. But will banks still be the consumers’ primary supplier of financial services?

To seize the opportunities and leverage new technologies, bank executives will need to reimagine everything they know about running a bank. On this site, we have gathered a complete collection of insights, predictions, cases and events on the future of banking to get you ahead of predictions.

Let’s define the future, today.

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Imagine

Use the stepping stones to discover the future of banking

  • Imagine if banking was a frictionless and seamless part of how you manage your life

    Across the globe regulatory requirements are forcing banks to open up transaction data to 3rd parties. This presents new possibilities for competition and potentially new business models. It forces banks to think about their role in an ‘open banking’ environment, ranging from more seamless integration of banking services to entirely new businesses, beyond banking.

    Learn more in 'How to flourish in an uncertain future':

    Download the report

  • Imagine if you, instead of selling products to consumers, provided a platform for others to create and consume products

    Our Global Financial Services Digital Transformation Leader, Michael Tang, shares insights on the open banking concept, and the impact it has on the financial services business model. Open banking forces organizations to make strategic choices about the business model they should move towards as an impact of the open banking movement. There are four archetypes of business models to choose from, and Tang explains them all.

    See the video

  • Imagine if your bank acted more like a technology platform

    These technology platforms are superior, when it comes to integrating digital and physical environments, putting 'the real in digital and the digital in real'. If banks adopted their approach to restructure their organization around the different stages of customer interaction, there are really no limits to how the bank-customer relationship could evolve.

    Learn more in the 'Digital banking survey':

    Download the survey

  • Imagine if Financial Services are the trust intermediaries in the digital era

    Personalization and interconnectedness can truly revolutionize the customer experience. Picture a customer walking into a car dealership being notified via their banking app of how much financing they are approved for. They are provided details of different repayment options and their impact on their current monthly spending, based on their consumption patterns.

    Read more hypothetical examples in the report 'Restoring trust in financial services in the digital era':

    Download the report

  • Imagine if artificial intelligence could automate customer’s financial lives

    AI will enable banks to move from standardization to customization and personalized interactions, moving the differentiator in the sector from exclusive relationships to the ability to create well-matched connections. The AI technology could allow much of the customers’ financial lives to be automated and potentially improve their financial outcomes.

    Learn more in 'The new physics of financial services':

    Download the report

  • Imagine if banks had a roadmap of future regulation, allowing them to proactively manage trust and compliance — also in unchartered territories.

    AI along with other technologies will take public policy into uncharted territory, and will raise questions that challenge government and society, prompting the need for a new set of norms to protect humans, regulate machines, and remake the financial infrastructure. Appropriate regulation of processes, products, and institutions to avoid regulatory gaps and to ensure financial stability and consumer protection will be necessary. How regulators choose to tackle these challenges will no doubt shape the future of financial services and the banking sector in particular.

    Learn more in 'Financial services regulatory outlooks 2019':

    Download the report

  • ING Netherlands lacked speed, dynamism, and customer-centricity. To better position themselves to respond to digital trends and customer expectations, ING undertook a large organizational transformation.

    The transformation involved moving away from its traditional organizational model to a business model inspired by Spotify. Instead, multi-disciplinary, autonomous teams with a mix of marketing specialists, product and commercial specialists, UX designers, data analysts, and IT engineers had end-to-end responsibility for specific customer outcomes. The result was a more flexible increased NPS with customers, faster time to market, increased productivity and increased engagement with employees. ING also became the most attractive workplace to work for, from 3rd to 1st place.

    Read case studies in the report 'Restoring trust in financial services in the digital era':

    Download the report

  • Imagine if your PETs could help unlock the full value of your data

    The value of data is often greater than the sum of its parts. In the financial services sector specifically, the use of data allows financial institutions to offer greater value and personalized services to clients and address business challenges such as fraud. However, the use of data raises privacy and security concerns from customers, institutions, and regulators. These competing obligations have historically prevented institutions from unlocking the full value of their data. Now, emerging privacy enhancing techniques (PETs) have the potential to fundamentally alter these dynamics by reducing or eliminating the privacy risks of sharing data and opening the opportunities to create value.

    Download the report

  • Nordic Digital Disruption Index
    Explore the new survey on digital transformation in the Nordics

    Benchmark against your peers of respondents


    Start

  • Nordic Digital Disruption Index
    Benchmark against your peers

    Imagine an ideal organisation where digital technologies and ways of working are used to improve processes, engage the workforce and drive new business models.

    On a scale of 1-10 how close is your organisation to that ideal?

    1 2 3 4 5 6 7 8 9 10

  • Nordic Digital Disruption Index 2019
    Benchmark against your peers

    Imagine an ideal organisation where digital technologies and ways of working are used to improve processes, engage the workforce and drive new business models.

    How close is your organisation to that ideal?

    0 %
    1
    0 %
    2
    4 %
    3
    7 %
    4
    11 %
    5
    21 %
    6
    23 %
    7
    18 %
    8
    11 %
    9
    2 %
    10
    5 %
    blank

  • Nordic Digital Disruption Index 2019
    Benchmark against your peers

    What is the main purpose of your strategy for digital technologies and ways of working?

    Prioritise one

    Create unique customer experiences
    Deliver innovative product or service offerings
    Reduce our costs
    Empower and enable our employees
    Create a cultural change across our organisation
    Amplify our brand in the marketplace
    Deliver actionable insights
    Extend our reach into new markets
    Reduce our exposure to risk
    Other

  • Nordic Digital Disruption Index 2019
    Benchmark against your peers

    What is the main purpose of your strategy for digital technologies and ways of working?

    33,33 %
    Create unique customer experiences
    17,54 %
    Deliver innovative product or service offerings
    15,79 %
    Reduce our costs
    12,28 %
    Empower and enable our employees
    7,02 %
    Create a cultural change across our organisation
    5,26 %
    Amplify our brand in the marketplace
    3,51 %
    Other
    3,51 %
    Deliver actionable insights
    1,75 %
    Extend our reach into new markets
    0 %
    Reduce our exposure to risk

  • Nordic Digital Disruption Index
    Benchmark against your peers

    Our talent pool has sufficient knowledge and capabilities to execute our digital strategy

    Strongly agree
    Agree
    Disagree
    Strongly disagree
    Don't know

  • Nordic Digital Disruption Index 2019
    Benchmark against your peers

    Our talent pool has sufficient knowledge and capabilities to execute our digital strategy

    9 %
    Strongly agree
    32 %
    Agree
    53 %
    Disagree
    7 %
    Strongly disagree
    0 %
    Don't know

  • Nordic Digital Disruption Index
    Explore how 57 top companies approach digitalization in the Nordics


Download the report

Dare to imagine

At Deloitte, we not only use our industry expertise and global presence to make thought-provoking predictions about the future — we also empower you to build it.

Your future begins with a bold idea. And we have the end-to-end capabilities, deep insights and innovative power to convert your idea to reality. We understand the hearts and minds of your customers and help you transform in a collaborative way, across all aspects of your business — and we do so in respect of the future society we want to be a part of.

Let’s reimagine your business today so that you can build tomorrow.

Hinko van Beek profile picture
Hinko van Beek

Partner

Risk Advisory
+45 30 93 52 57

Kristian Skotte profile picture
Kristian Skotte

Partner

Deloitte Denmark
+45 30 93 58 51