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Import substitution of information technologies in banks
Main article: Import substitution of information technologies in banks
2021
Theory and practice of managing digital transformation in a large financial institution
Digital technology has radically transformed the banking business over the past 10 years. The paradigm of interaction between the client and the bank has changed, and digital channels (mobile bank, Internet bank, etc.) have not only become the main means of interaction between the client and the bank for daily tasks, but also for the design of such complex products as credit and mortgages. Read more here.
Level of automation of Russian banks: study "LANIT - Bi Pi Em" and TAdviser
LANIT - B.P. Em"" (part of the group) LANIT , an expert in the field of analysis, intelligent automation and corporate transformation, and business processes an analytical center TAdviser conducted a study of the level of automation. Russian banks The survey of representatives of 50 Russian from the banks top 100 list made it possible to determine the priority technologies and products for industry participants, the volume IT of investments in -projects, as well as the goals for digitalization for the coming year. Read more here. [1]
How the pandemic affected the tasks and priorities of digitalization of Russian banks
In the summer of 2021, TAdviser talked with large Russian banks and learned how their tasks and priorities in the field of digitalization changed during the pandemic and what difficulties they faced during this period.
Priorities and objectives
Raiffeisen Bank
Despite the revision of product plans, the direction of IT costs in Raiffeisen Bank in 2020 did not change much. According to Nikita Shvetsov, head of the bank's information technology directorate, it continued to introduce advanced engineering approaches to product work, develop infrastructure, create a single data warehouse and develop a team.
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People are the main thing that we invest in and will continue to invest in. The bank's IT team has tripled in just a few years by 2020. The pandemic showed that this was the right step, - said Nikita Shvetsov in a conversation with TAdviser. |  |
MTS Bank
In 2020, MTS Bank also continued to actively increase the internal capacity of the IT cluster: the staff of IT specialists doubled, many processes were automated, digital services for individuals and small businesses improved. In addition, the bank actively issued virtual cards. We are talking about cards such as MTS Cashback Digital and MTS Cashback Lite. In 2021, the bank also released a virtual MTS Cashback Mobile card linked to a mobile phone account.
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Looking ahead, we see promising positive market trends in 2021, including accelerating the penetration of digital services. For example, now the bank is developing the MTS Bank Now bot, built on the MTS Bank smartbank API and chat bot technologies from TalkBank. At the initial stage, virtual card design, p2p transfers and a digital financial assistant will be available in it. By the end of 2021, the bot will learn to apply for loans, deposits, insurance and open accounts. It is planned that MTS Bank Now will work on all smartphones, even budget ones, and the user does not have to be a client of MTS Bank or a subscriber of MTS, - told TAdviser in MTS Bank. | |
SKB-bank
SKB-Bank in a pandemic did not change its IT priorities. As noted by Denis Kuznetsov, IT director of the bank, he continued to develop, as planned in 2019.
OTP Bank
OTP Bank's IT priorities have not changed either.
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The most important thing was and remains the development of remote channels for the provision of banking services, increasing the speed and convenience of electronic services, such as payments, transfers, etc. New services, channels and features also appeared - for the future product line and IT landscape of the bank. The Central Bank also forms a strong market focus on digitalization - this is the expansion of the functionality of the SBP, the development of cybersecurity practices, and the digital ruble, - said Mikhail Bizhan, head of the bank's information technology division. | |
Otkritie Bank
In Otkritie Bank, the priorities of digitalization in 2020 have changed their vector compared to the previous one.
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This is very noticeable in terms of the development of mobile technologies for servicing medium and small businesses. The range of services and information provided through the mobile bank to retail customers has also significantly expanded. An operational adjustment of banking products was carried out for new conditions (installments of payments, preferential services, credit holidays, refinancing, support for state programs, etc.), - told TAdviser at Otkritie Bank. | |
Moscow Credit Bank
According to the Chief information officer of the Moscow Credit Bank Alexei Karpunin, in 2019 and 2020 the bank sought to digitalize all its services as much as possible, in 2021 its key goal is to prioritize the quality of the client path.
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To achieve these goals, we work in the direction of studying how certain changes in the code will affect the client experience, as well as analyze the client path, implement speech analytics in call centers and departments, with the help of which you can assess the quality of dialogs, script compliance, identify the reasons for long-term service. For a year now we have been using these technologies and see their effectiveness, - said Alexey Karpunin. | |
Promsvyazbank
During the pandemic, Promsvyazbank forced the introduction of new remote services for customers and organized remote workplaces for employees. An additional impetus, as noted in the bank, the COVID-19 pandemic gave the development of those of its services and technologies that qualitatively change the approach to working with retail customers, as well as small and medium-sized businesses.
Rosbank
In Rosbank, during a pandemic, they tried to translate all processes online.
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In 2020, we were one of the first on the market to conduct a mortgage deal completely online. We also digitalized the car loan. In the IV quarter of last year, the first online auto deal was held. This was probably the last product in our line that we transferred online. The client did everything himself, without physical contact with the bank, - said Alexey Lola, member of the board, director of retail business at Rosbank, to TAdviser. | |
He also noted that the best online services are adapted by the existing client base of the bank, since if the client has an online/mobile bank, the identification procedure is as simple as possible for the client, and the regulatory base allows him to issue the product completely online in the RBS system without visiting the department.
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The situation is a little more complicated for new clients, since the issue of face-to-face identification of a client by bank employees remains, and either a client visit to the department is required, or an employee goes to the client. At the same time, we already have services for new customers that allow you to get a product online by passing identification through the Unified Biometric System (EBS), but so far the low level of penetration of the EBS among Russian citizens makes this path more experimental than commercial, "said Alexey Lola. | |
In Rosbank, digital sales technologies are also actively introduced into "classic" channels, such as a network of branches and a contact center.
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Such omnichannel processes, when bank employees start an application for a bank product, and the client completes it in his mobile application, signing documents, also made an important contribution to the popularization of digital services among customers and employees of the bank, "explained Alexey Lola to TAdviser. | |
Gazprombank
The same as that of Rosbank, Gazprombank had the priority of digitalization in a pandemic - as in 2019, and in 2020, it focused on maximizing the transfer of customer operations to remote service channels.
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To date, 72% of active clients are connected to our mobile application and regularly perform operations without contacting branches. In 2020, we provided the opportunity to completely remotely issue a consumer and car loan, savings accounts, deposits, began to offer a digital Smart Card without a plastic carrier, - told TAdviser in Gazprombank. | |
"Дом.РФ"
In the bank "Дом.РФ," according to Oleg Komlik, director of the Digital division of the company, priority was also paid to payment and card services sold in the mobile bank. Another priority, like Rosbank, was services for remote mortgage transactions.
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From the beginning of April 2020, we began to conduct electronic mortgage transactions - using an enhanced qualified electronic signature and electronic registration of transactions in Rosreestr, this helped support the demand for mortgage products and protect people from unnecessary interaction with the external environment, - said Oleg Komlik. | |
"Post Bank"
In the "Post Bank" in the pandemic, new services were introduced, for example, solutions for sending notifications through chat, voice chats, individual chat rooms.
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Seeing the growth of cashless activity of our audience, we have introduced services that can help them analyze and control costs. A rubricator of expenses and income for convenient financial control has appeared, all loyalty tools in the application have been visualized, - Anastasia Maslennikova, member of the board, director of e-business development at Post Bank, told TAdviser. | |
A number of decisions in the "Post Bank" strengthened.
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Cards began not only to be ordered online, but also to be issued without a plastic carrier. We implemented the integration of the application with a "digital profile" to simplify filling out applications for products, and the delivery of banking products to customers at home also appeared, - Anastasia Maslennikova told TAdviser. | |
Absolut Bank
At Absolut Bank in 2020, one of the priorities was the introduction/development of means of communication with clients. And in this regard, the company last year launched a WhatsApp channel to answer customer questions. In addition, all the necessary certificates (more than 20 types) have become available to customers directly in the Internet bank. The bank also launched a new product for its customers: cash-online credit. He also offered his partners and clients in the mortgage business a fully digital process for acquiring apartments using his mortgage. Another innovation is new services within the framework of the Turnkey Mortgage project, which allow customers to choose the object of interest on the bank's website itself, as well as apply for a mortgage and get a solution in 15 minutes.
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At the same time, the speed of launching new products and services in digital format for our customers and partners has become a much more important factor in their success, "Absolut Bank noted. | |
Difficulties
Among the obstacles hindering digitalization, in a conversation with TAdviser, Rosbank Retail Business Director Alexei Lola noted the intensification of fraudsters. In his opinion, it was caused by the increased popularity of digital sales and service channels.
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For the most part, fraudsters use social engineering methods, from which banks cannot always protect their customers. Most often this is due to the low financial literacy of the population and insufficient educational activities in this direction, - explained Alexey Lola. | |
According to Alexei Karpunin, the main problem of digitalization of the Moscow Credit Bank in the COVID-19 pandemic was changes in the IT staff market: accelerating salary equalization in Moscow and the regions, and increased staff turnover in the IT industry.
For MTS Bank, the main unscheduled activity was the transfer of employees to a remote mode of operation.
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This has been practiced before, but for a limited number of employees, so the main challenge was preparing infrastructure for mass use. The bank coped with this task and promptly transferred about 80% of the head office employees to remote control in two weeks without losing the efficiency of the processes. In "normal life," the full implementation of remote work tools could take several months, - noted in MTS Bank. | |
The main challenge of SKB-Bank in a pandemic was the safe delivery of equipment home to isolated and sometimes sick specialists.
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Yes, it was hard and scary, but we coped. Now we can provide more than 90% of employees with a remote work service, for which the solutions of world market leaders (VMWare) are used. Why is this solution chosen? - the answer is simple. They calculated the economics of the vendor solution regarding their own development, - Denis Kuznetsov explained to TAdviser. | |
Another difficulty for SKB-Bank was setting up remote access to bank systems from personal devices, on which hardware and platform configuration is absolutely unpredictable. The organization of the printing service also brought its difficulties.
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Wherever the printer is, it must be in the loop of the bank. There is a solution, but not cheap. Nothing has changed regarding 2019. We coped with organizational measures - sending documents to personal mail. The inclusion of a printer in any way in the bank's network also helped, - Denis Kuznetsov informed TAdviser. | |
The key difficulty for OTP Bank in 2020, according to Mikhail Bizhan, head of the bank's information technology division, was uncertainty.
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It was characteristic not only for digitalization, but also for many other areas of life and business. For example, in just a matter of days we found ourselves in a situation where all our plans, road maps, and tasks had to be postponed to quickly respond to new requests from our clients - this is refinancing loans, receiving a full set of familiar services online, and simple human support, - Mikhail Bizhan told TAdviser. | |
2020
BCG: Russian banks performed digitalization better than foreign banks and prepared for a pandemic
Russian banks turned out to be better prepared for the COVID-19 coronavirus pandemic than foreign ones. This conclusion was reached at the Boston Consulting Group (BCG) consulting company. The results of the study were released on April 21, 2020.
| | From the point of view of digitalization, Russian banks have approached the crisis caused by COVID-19 in a much better form than their many international colleagues, "says Sergey Ishkov, Managing Director and Partner of BCG. | |
According to him, the rapid transfer of business processes to digital format helped credit institutions in the Russian Federation in just a few years to ensure that most daily operations are performed by remote channels. This also made it possible to bring Russia into the world leaders in the development of non-cash payments.
According to BCG estimates, in 2019 Russia ranked first in the world in terms of penetration of contactless payments using Apple Pay, Samsung Wallet (formerly Samsung Pay), etc., and also ranked third in terms of penetration of fintech services.
Experts also calculated that over the past ten years, in dollar terms, the profit of the banking sector has grown 4.5 times (1.7 trillion rubles at the end of 2019), and the return on assets - 3.3 times (2.2%), despite the slow growth rate of the economy.
In order to survive in a crisis moment, BCG experts recommend that banks transfer a significant part of their employees to remote work and flexible hours in order to save on rent and digitalize internal processes after the pandemic. The transition to new methods of working on the basis agile and the introduction of advanced analytics business processes in (from assessing the risk of the borrower to retaining customers and cross-sales) will also help.
| | Those who started this work even before the crisis are likely to pass it much easier. And for those who have postponed changes for a long time, it's time to start implementing them before it's too late, "summed up Sergei Ishkov.[1] | |
Banks in Russia closed 3,200 branches in 2 years due to digitalization
On March 18, 2020, it became known that over the previous two years, Russian banks closed almost 3,200 branches, branches, additional offices and other divisions, or about 10% of the total. The main factors affecting the reduction of the network are digitalization, the development of services for remote banking and cost optimization.
According to Kommersant, by the end of 2019, banks in the Russian Federation had 30.4 thousand structural units left against 31.2 thousand a year earlier. By March 1, 2020, this number was reduced to 30.3 thousand.
As the publication in Raiffeisen Bank was told, by the end of March 2020 the bank will carry out a reorganization, which will affect 39 branches in cities with the largest retail network, in five more cities the service will be continued completely in digital format.
Alfa-Bank in 2020 is also engaged in the transformation of the branch network and plans to link office services to a mobile application within two years.
| | We will open several pilot offices of a new generation, and at the end of the year we will begin to replicate the concept throughout the network, "said Andrei Sogrin, head of the bank's information policy department. | |
Wkinkoff Bank believes that there is no such task that could not be implemented remotely or through representatives of the bank. The lack of branches allows you to optimize the effectiveness of the business model due to the lack of costs for them and additional staff, the bank told the publication.
There is a reverse trend: digital banks open offices. So, "Kiwi-Bank" in March 2020 opened the first branch in St. Petersburg and is preparing to open the second in Kazan. The bank explained this by the fact that it is sometimes more convenient for the client to come to the bank. Experts believe that online banks want to reach a new audience - for example, the elderly.[2]
2017: Digital transformation of banks in Russia: TAdviser survey
Building a digital bank requires optimization of processes, a new organizational culture and flexible IT solutions that support the speed of product launch and personalization of the offer. 75% of TOP30 banks surveyed by TAdviser believe that the tasks of digitalization should be accumulated within a single platform.
Digital transformation - based on the use of digital technologies, the transformation of structures, forms and methods of production, a change in the target focus of activities, ensuring a significant change in the parameters and properties of the services/products produced, the creation of new services/products and the acquisition of new market opportunities.
Digitalization poses serious challenges to existing business models, including banks that are undergoing a transformation process around the world today. The market for mobile and contactless payments, R2R services, digital currencies, etc., is growing rapidly. Banks are exploring the possibilities of using blockchain technologies, big data, etc.
Customer centrism, personalization of the offer, mobility are the key components of the digital bank concept. To implement them effectively, you need to solve tasks focused on client experience, as well as on introducing innovations that support the loyalty of the client base. At the same time, the digital bank should develop at the speed of changes taking place around. To maintain an innovative rhythm, the bank needs the flexibility that Agile culture can provide - both in the development of solutions and in the architecture of building IT systems. New digital products of the bank are increasingly creating their own digital teams that combine the competencies of business, IT and marketing. Most large banks seek to focus digital expertise internally, historically having large IT departments and focusing on self-written solutions.
The larger they become, banks the more difficult it is for them to innovate. Accordingly, acceleration paths are needed, including through partnerships with startup teams. To this end, banks buy financial projects and support the development of fintech, investing in it, in order to improve their services and increase the level of customer satisfaction. At the same time, fintech companies serve as a factor for banks to change that require response - by translating business models into digital and mobile form or changing business culture to provide a better consumer experience. In this context, banks are transforming from a classical financial institution into digital organizations.
The digital bank offers most of its products and services digitally using digital channels. The infrastructure of such a bank is optimized for digital communications and is ready (together with corporate culture) for a rapid change of technologies.
The number of digital banks in the world is growing - and the largest dynamics are shown by organizations that do not have their own offices and ATMs at all. They are better able to take into account customer habits, offering special conditions unusual for the banking market, as well as additional non-financial services.
| № | Bank | Parent Company | Country | Number of customers (million) |
| 1 | ING Diba | [[Germany | Germany]] | 8.5 |
| [[USA | Capital One 360 | Capital One Financial | США | 7,8]] |
| 3 | USAA Bank | USAA | США | 7 |
| 4 | FNBO Direct | First National of Nebraska | США | 6 |
| 5 | Rakuten Bank | Rakuten | Japan | 5 |
| 6 | Tinkoff Bank | [[Russia | Russia]] | 5 |
| 7 | TIAA Direct | TIAA-CREF Trust Company | США | 3,9 |
| 8 | Discover Bank | Discover Financial Services | США | 3,5 |
| 9 | Alior Bank | - | Poland | 3 |
| 10 | DKB AG | - | Germany | 3 |
| Source: Frost & Sullivan and Sberbank CIB |
Despite the growing pace of digitalization, there are still few fully digital banks on the Russian market. The reason for some inhibition is the accumulated "zoos" of the systems, determined by the specifics of each specific bank, as well as strict regulations. Previously formed IT infrastructures are characterized by low flexibility and complexity of integration with new solutions. However, traditional banks create blocks of digital business in their structure or outside its structure and strive to be in trend by introducing separate digital solutions.
According to the TAdviser survey, all large banks (TOP30) confirm their interest and readiness to move towards digitalization. 100% of them have already automated remote banking services (Internet and mobile bank). Individual banks are currently updating these decisions, or are considering replacing them. 95% of respondents automated loyalty programs. All 100% have a credit pipeline implemented.
New additional opportunities for business expansion - for example, through the sale of partner products (through the digital marketplace, as well as the implementation of the white label concept) are still of little interest to Russian TOP30 banks. First of all, the deterrent here is the non-obvious monetization, the absence of obvious successful cases, including in world practice.
50% of respondents use self-written software for digitalization tasks. Most banks note that they do not find a suitable turnkey solution on the market, and therefore also consider foreign platforms. Large banks are interested in maximizing the competitive advantage in digitalization. This determines the shift of priorities towards their own development.
Plans to replace the solutions used are confirmed by 15% of the surveyed banks. The replacement of the solutions used can be prompted by the presence of unique functionality, innovation (reflecting the most promising technological trends), as well as a low (relatively) cost of a new product. 85% also note that they plan to develop already implemented products.
75% of respondents believe that the tasks of digitalization should be accumulated within a single platform that can combine disparate solutions. In new digital solutions, banks are primarily interested in high availability and flexibility of services, fullness of functions, ease of use. For the vast majority , the issue of security is a priority.
The main priority of Russian banks TOP30 is to accelerate the launch of products to the market (time-to-market, we can talk about reducing the period from 1-1.5 years to less than 6 months) and, accordingly, increasing flexibility (), agile which will support higher rates.
Comment by Olga Rubtsova, CEO of Technosoft
Olga Rubtsova, General Director of TechnoSoft, told TAdviser about the main vectors of digitalization of the banking sector, as well as about a fundamentally new paradigm for the introduction of systems.
Rubtsova
Olga, you are the deputy general director Technoserv Consulting of "" and the general director of "TechnoSoft." And if we Technoserv Consulting have known about "" in the IT market for a long time, then we know much less about Technosoft. Tell us about the company you lead?
Olga Rubtsova: TechnoSoft's main task is to develop, implement and support its own innovative technological platforms and applied solutions. TechnoSoft is a resident of Skolkovo"" and a subsidiary of Technoserv Consulting. The main activity of Technoserv Consulting for many years has been the provision of services in the field of implementation of business applications such as ERP CRM,,,,. BI BPM ECM The company is multivendor and at the same time has always developed and supported projects to automate the entire enterprise. At the same time, historically, the financial sector was very strong, primarily in the field of client relations. For example, only in the direction Oracle Siebel CRM of Technoserv Consulting implemented more than 75% of all projects on the market, thus becoming the undisputed leader with the largest and strongest CRM team in. But Russia the world does not stand still, the sphere is one of information technology the fastest changing. And today, only through innovation can you maintain your position or, moreover, continue to lead. It is no longer enough for customers to implement a large and massive CRM, this approach is in the past. Digital, Blockchain, BigData, technologies, In-Memory microservice architecture, clouds - this is not just the future, but today. The entire group actively responds to market challenges by opening new practices, developing innovative products and offering customers completely new implementation models.
Let's dwell in more detail on the new implementation paradigm that TechnoSoft offers banks. Tell us what this is about?
Olga Rubtsova: Now we invest a lot of efforts not only and not so much in the development of any specific software (although, of course, we also do it), but in the study of various ideas and mechanisms that will significantly reduce time to market. Today, this is an extremely urgent task for all banks, and, surprisingly, the achievement of this goal becomes possible not only due to some ready-made business solutions, but also due to modern technologies and new methodologies for their creation and implementation.
Being for many of our customers actually a guide to the digital world, we know what tasks they face in this area. And we know how to help them achieve them. First of all, this becomes possible due to a well-formulated and well-thought-out strategy for the development of digital business. But the next must-have step is properly chosen technologies. And here a change in the very approach in creating the necessary software and its implementation in principle comes to the rescue. It is no secret that 5-7 years ago, all banks began to massively introduce monolithic IT products ready from the point of view of functionality, but at the same time quite difficult from the point of view of launch and further support. Yes, in such systems there is already quite a lot of ready-made functionality that can be used out of the box. And this is an unconditional plus. But also "out of the box" the client receives processes and the system interface, and here it almost always turns out that most banks are not satisfied with either. I.e. in fact, the values in the fully ready-made functionality turn out to be less than expected, and the launch time of the system is significantly longer than is again planned at the start of the project. Obviously, it is these factors that become the main reason for business dissatisfaction. And as a result, the Agile methodology is gaining more and more popularity and demand.
What are the ways to solve these problems?
Olga Rubtsova: We propose to our clients to fundamentally change the paradigm of creating front-office solutions, namely, in principle, to abandon the introduction of complex monolithic systems. First of all, we say that it is easier and more correct to develop a platform for a client with our help in a new microservice architecture. First of all, this will allow you to separate the presentation layer and the entire middle and back part. As I said, in 100% of cases, clients modify interfaces for themselves, which means that there is practically no value in ready-made screen forms. Moreover, today more and more banks want to have adaptive, easily variable, convenient and very beautiful interfaces in all channels. With graphics, pictures, different presentation of information, etc. And component-oriented portal technologies, in particular, various frameworks, including open source, perfectly cope with this task. The second important component of such solutions is the platform itself, which implements all the functionality and its logic. And here a giant step forward is the development of SOA architecture towards the so-called micro-services. What is it?
A microservice platform is actually a large number of loosely connected services (programs), each of which implements its own specific, but rather limited business functionality. At the same time, all services work in a certain infrastructure, which allows you to quickly process and refine them without affecting other services, automatically install and test them, quickly roll back to the previous version for a specific service, as well as carry out almost automatic clustering, scaling, testing and fault tolerance.
Also important is the multiplatformity of such developments, which means that we can use the most suitable technologies for each specific service, and they can be different.
As a result, we get an ideal mix between the presentation layer, which is built within the framework of a component-oriented model, and microservices - a set of business programs responsible for specific functionality that can be easily and quickly reused and built as you like for different channels, without creating the necessary functionality from scratch every time.
And what does this give in the end for customers?
Olga Rubtsova: Firstly, this significantly reduces time to market, because we can abandon the release policy, from global functional and load testing of all functionality. Secondly, in fact, only in such an architecture can we really implement projects in the Agile methodology, as well as get away from dependence on specific developers and consultants and their limited number, since we can easily give different services to different teams and perform parallel development. And thirdly, by automating extremely expensive manual deployment operations, testing, configuration management (CI, CD, TDD, BDD), we significantly minimize the number of errors, reduce the cost of system ownership and again speed up the process of bringing new functionality to the industrial environment.
What tasks do you think fall under the microservice architecture?
Olga Rubtsova: Any! Although, of course, the best effect is provided by automation of front-office processes. And the reason here is very simple. A front office in a bank is always several channels, at least branches and a contact center, as a maximum, and the Internet, and a mobile channel, and social networks, and ATM, and partners with agents, etc. And on the one hand, in all channels, all banks are now striving to provide the same services, and on the other, each channel has specifics both at the level of visual presentation of the necessary information and at the level of the processes themselves. And here it is precisely the opportunity to reuse microservices and build different processes from them, including with different visualization, that gives a very great benefit. Let me give you the simplest example: the process of discovering a contribution. If you consider it for two channels: branches and an Internet bank, then one of the significant differences in the process will be the printing of documents. In the department, it is required, of course, not on the Internet. And if we implement the printing of the document in the format of a separate microservice, then it will be enough for us at the level of formation of the presentation layer of the channel either to insert this microservice or not. At the same time, we do not have to change all the functionality. As a result, it is thanks to this approach that we, indeed, will build the very omnichannel front-office system with a different interface for each channel, but at the same time a single set of all logic, processes and functionality, which almost all banks are talking about today.
Notes
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