Digital disruptors are attacking the banking industry, redefining customer expectations and reshaping industry boundaries. From competitors to customers, processes to people, banking executives who want to lead in a digital economy need to make fundamental changes to how they operate. Large incumbent banks know they need to move rapidly to react to digital disruption. But while each bank has its own digital journey, executing at the right speed, with the right governance model and mind-set can be a fast track to success.

1. Being digital
Digital strategy execution drives
a new era of banking
July 2015

2. The banking industry is under attack from digital disruption
From competitors to customers, processes to people, banking
executives who want to lead in a digital economy need to make
fundamental changes to how they operate.
• Start-ups are driving changes in customer expectations
• Established digital leaders are extending banking
services into non-banking digital ecosystems where
they are already dominant
Digital transformation
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*Source: “Everyday Bank,” Accenture 2014
return on equity for both mature
or emerging markets achieved
through digital*
5%

3. Banks must act fast in the face of rapid change
Banks can fully realize their
digital future by executing the
right digital strategy.
BANKS NEED TO:
• Embrace disruptive growth and
transformational change
• Appoint Banking, Technology
and Digital entrepreneurs
• Adopt a “being digital” mind-set,
inside and outside the business
Time is of the essence
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ONE MIND-SETTHREE GOVERNANCE
ROLES
TWO SPEEDS

4. Executing at two speeds
Copyright © 2015 Accenture All rights reserved. 4
*Source: “Everyday Bank,” Accenture 2014
Balancing new growth options with transformation of the core
SPEED 1—Disruptive: the rapid adoption of new
options for business growth (e.g. crowd everything,
data monetization)
SPEED 2—Transformational: fast change in the
core business of banking (e.g. addressing customer,
enterprise and operational strategies)
of bank revenues are
at risk from new digital
business models*
32%
Digital disruptors are attacking the banking industry, redefining
customer expectations and reshaping industry boundaries.
Banks need to embrace two speeds:

5. Banks need to appoint three “entrepreneurs”
Three entrepreneurs need to work together in a highly
collaborative manner:
• Banking entrepreneur—re-orient your business to
balance value and risk
• Technology entrepreneur—flex your platform to render
the organization more open, flexible and scalable
• Digital entrepreneur—delight your customers
by anticipating their desires
Governing with three roles
Copyright © 2015 Accenture All rights reserved. 5
Customer
experience

6. Evolve the bank’s culture, internally and externally
Being digital on the outside:
Using digital to improve customer engagement
and the customer experience.
Being digital on the inside:
Using digital to adapt internal banking practices
to deliver and stimulate the “being digital” agenda
Adopting a “being digital” mind-set
Copyright © 2015 Accenture All rights reserved. 6
*Source: “Digital Double-Down: How Far Will Leaders Leap Ahead?” Accenture 2014
of digital transformers see shortages
of digital skills as a top challenge
and have concerns about attracting
and retaining top digital talent*
61%

7. Orchestrate a new everyday banking ecosystem
Where next?
Copyright © 2015 Accenture All rights reserved. 7
Current execution models must change to
simplify customers’ lives and offer services
of unprecedented diversity and value.
To satisfy customers and stakeholders, take
advantage of:
TWO SPEEDS
THREE ROLES
A BEING DIGITAL MIND-SET
REINVENT
BANKING

8. Stay Connected
• Fast-forward to the right digital strategy
• Seven essential “no-regret” capabilities
• Embrace the future of work and your people
will embrace it with you
Learn more about this report at
www.accenture.com/DigitalBanking
Being digital
8Copyright © 2015 Accenture All rights reserved.
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