It's official, the traditions of the financial services business model are in stagnation… Customer experience and engagement are not keeping pace with greater expectations of the rapidly evolving digital world Sustainable profitability is a serious challenge for most of the global banking industry Even more troubling is that operational efficiency is also in decline and attempts at tactical cost reduction are failing to achieve sustainable efficiencies IBM's latest IBV study – the cognitive bank – categorises winners and losers by revenue growth and operating efficiency over the past three years. Data and managing it effectively is the primary source of sustainable competitive advantage Winners have several traits in common: firstly they are reorientating their business models, by establishing, expanding, and evolving their ecosystem of partners everywhere…transforming very deep and wide Secondly, they are investing in fintechs, as partners in sustainable business models Thirdly, becoming the cognitive bank, using the latest techniques in design thinking and agile Outperforming banks are already on their journey towards becoming the cognitive bank. We are already partnering with them to plan the journey and charter the course

1. 1
Decoding data to bolster growth and transform the enterprise
The cognitive bank

2. 2
§ The inescapable urgency of cognitive
§ What is cognitive computing?
§ The cognitive bank arrives
§ Becoming the cognitive bank
The cognitive bank – study structure and storyline

3. Executive summary

4. 4
Executive summary
It's official, the traditions of the financial services business model are in stagnation…
Customer experience and engagement are not keeping pace with greater expectations of the rapidly
evolving digital world
Sustainable profitability is a serious challenge for most of the global banking industry
Even more troubling is that operational efficiency is also in decline and attempts at tactical cost reduction
are failing to achieve sustainable efficiencies
IBM's latest IBV study – the cognitive bank – categorises winners and losers by revenue growth and
operating efficiency over the past three years. Data and managing it effectively is the primary source of
sustainable competitive advantage
Winners have several traits in common:
firstly they are reorientating their business models, by establishing, expanding, and evolving their
ecosystem of partners everywhere…transforming very deep and wide
Secondly, they are investing in fintechs, as partners in sustainable business models
Thirdly, becoming the cognitive bank, using the latest techniques in design thinking and agile
Outperforming banks are already on their journey towards becoming the cognitive bank. We are already
partnering with them to plan the journey and charter the course

5. Methodology

6. 6
IBM surveyed a total of 2,009 global C-suite executives from the
banking and financial markets industries
7%
South America
15%
North America
35%
Asia Pacific
39%
EMEA
4%
Australia
Percentage of total banking executives surveyed by region
Source: Please see the notes section

7. 7
Banking and financial markets segments were equally represented
with respondents from diversified roles
Primary business
(% of respondents)
Role
(% of respondents)
31%
16%
16%
16%
6%
5%
5%
5%
Others Head of Customer Experience
Head of Business function Head of Strategy/Innovation
Chief Technology Officer Chief Financial Officer
Chief Operating Officer Chief Executive Officer
50%
25%
25%
Financial markets
Retail/consumer banking
Commercial banking
Source: Please see the notes section
Sample size n=2009 respondents

8. The inescapable urgency of
cognitive

9. 9
of banking executives believe banks can avoid
commoditization1
Traditional banking functions are being commoditized and value is
moving from functional capability to relationship management
43%
Banking is becoming commoditized
believe banking
is becoming
commoditized
Of banking executives surveyed1…
54%
believe buying behavior
of consumers is moving
from products/services
to experiences
Customer demands are changing
Of banking executives surveyed2…
Only 15%
Source: Please see the notes section

10. 10
Banks are struggling to deliver excellent customer experience, as
customers are becoming increasingly demanding
57%
16%
61%
35%
Bankers believing that they deliver excellent
customer experience
Customers agreeing that they receive excellent
customer experience
Bankers believe they meet customer
needs while customers do not agree1…
Wealth management Retail banking
… and a new class of customers are
disenchanted with banks2
53%
73%Millennials would be more excited about
new financial offerings from participants
such as Google or Apple, than from their
own nationwide bank
Millennials believe their own bank is
offering nothing different from other
banks
Source: Please see the notes section

11. 11
Banks are being disintermediated
and displaced
New breeds of competitors are attacking banks on all sides –
incurring lower costs and offering new value to customers
Digital-only, non-bank competitors
and fintechs are growing rapidly
10x
Increase in investments of
fintech companies over the
past 5 years1
425bps
Typical difference in
operating costs between
a bank and a P2P lender3
$4tn
Estimated size of loans
disbursed by non-banks
across six lending segments2
$11bn
Estimated annual profit at risk
from non-bank disintermediation
over the next 5+ years2
Source: Please see the notes section

12. 12
1%
2%
3%
0%
2%
4%
6%
8%
10%
0.0
0.5
1.0
1.5
2.0
2.5
FY2011 FY2012 FY2013 FY2014 FY2015
Operating revenue YoY growth
Financial performance has plateaued with many banks struggling to
pare costs further
…and profitability remains suppressedBanks revenue growth has stagnated….
Historical operating revenue and YoY growth
for global top 100 banks (by assets)1
$tn
0%
Cost/income ratio of global top 100 banks
(by assets)1
56%
54%
57% 57%
56%
55%
50%
52%
54%
56%
58%
60%
FY2010 FY2011 FY2012 FY2013 FY2014 FY2015
Source: Please see the notes section

13. 13
Leading banks are acutely aware of the challenges facing the
industry
…and more likely to prepare for
disruption2
Outperforming banks are much more
aware of disruption1…
43%
Outperformers
13%
Underperformers
54%
Outperformers
30%
Underperformers
Source: Please see the notes section
231%
more
80%
more

14. 14
Banks are responding to the headwinds by cutting costs
The response of many banking leaders
is to cut costs1…
But many now struggle to achieve
additional efficiencies2
51%Improve customer engagement
and experience
50%Grow revenues
49%Improve employee productivity
44%Improve strategic decision making
44%Managing risk
58%Improve operational efficiency
64%
report that their bank’s
operational efficiency
remained the same or
declined further
over the last 3 years
Source: Please see the notes section

15. 15
Leading banks have been focusing on tactical measures to reduce
costs and achieve higher performance
Organizational streamlining Outsourcing/Offshoring
Targeted cost savings of
USD 1 bn by 2017 as a
part of Project Streamline1
Outsourced to reduce costs,
changing its hiring strategy and
reducing compensation2
Accelerated cost reduction
targets 4.3 bn Francs by
20183
Restructuring
Formulated a five-year strategy
plan with the restructuring
activities to boost profits4
Aims to cut risk-weighted
assets by 20 bn euros & trim 1
bn euros in costs by 20195
Budget cuts
Announced closure of specific
business divisions and potential job
cuts to save costs6
Accelerated cost-cutting
Portfolio rationalization
Source: Please see the notes section

16. 16
But incremental change is not sufficient and banks need more
radical and rapid measures to achieve the desired performance
38%
Banks are performing below targets and responding to the headwinds
§ Banks are looking beyond immediate
gains to tackle the effects of
disruption
§ The industry is rapidly embracing new
technologies to renew growth
prospects through a reshaping of the
business
§ Cognitive computing is enabling
banks to exploit the benefits of the
data available to them by:
• Providing deeper and more
personalized customer insights
• Supporting more informed
decisions across the whole bank
• Accelerating operational and
organizational efficiencies
10.6%
4.3%
13.1%
9.3%
Target revenue growth Actual revenue growth (2012-14)
Target RoE Actual RoE (2012-14)
RevenuegrowthReturnonEquity(RoE)
6.3pp
Performance
gap
3.8pp
Performance
gap
Performance of global banks compared with bankers’
own performance targets in our survey1,2
Source: Please see the notes section

17. 17
Creating an ecosystem of services is enabling banks to become
principal gatekeeper to customers
Mobile
payments
Mobile wallets
Crowd
funding
P2P
Lendin
g
Crypto
currency
Customer
Bank
Lending
Transactions
Payments
Branches
ATMs
Trading
Investment
Savings
Marketplace
Retail
Ticketing
Banks improve performance by creating new
customer value through partner ecosystems
Barclays partnered with Techstars2 to
launch financial technology
accelerators across the globe
Through the accelerator program,
Barclays has already identified over 30
startups to partner and collaborate3
By partnering with startups-
Chainalysis4 for blockchain play, Wave4
for peer to peer international trade
finance etc - Barclays is creating a
technology-based financial ecosystem
Building a fintech ecosystem through
a global startup accelerator program1
Source: Please see the notes section

18. 18
Cognitive computing is enabling banks to achieve their strategic
priorities in ways not previously imagined
Top 3 strategic priorities stated by the
banking executives surveyed1
Top 3 benefits anticipated from cognitive
computing as surveyed2
58%Improving operational
efficiency
Improving customer
engagement & experience
Growing revenues
51%
50%
Improve operational
efficiency
Improving customer
engagement & experience
Growing revenues
49%
46%
39%
Of banking executives
surveyed
Of banking executives
surveyed
Source: Please see the notes section

19. What is cognitive?

20. 20
Learn and
improve
Cognitive computing enables systems that process and act on data
like humans
Cognitive computing is based on four principles
Build speed and scale
Uses machine learning to carry out complex
tasks repeatedly, much more efficiently
Collate human intelligence
Makes collective knowledge accessible for
reuse, trained by subject matter experts
Learn and improve
Improves with each outcome, action, iteration
– with each new piece of information
Interact in a natural way
Adapts to human approach and interfaces,
understands context and reason
Collate
human
intelligence
Build
speed and
scale
Interact in
a natural
way
Cognitive
computing

21. 21
Cognitive computing brings three fresh capabilities to key banking
functions and processes
Risk and
compliance
Enabling assurance across all
business processes
Monitor
Wealth advisor
assist
Scaling sales and
service expertise
Decide
Self-service
engagement
Delivering one-on-one
experiences at scale
Engage
Customer service
support
Accelerating expertise
on demand
Explore
Direct-to-consumer
cognitive virtual
agents serving,
guiding and advising
via web and mobile
Employee-facing
applications that
supplement service
across the customer
life-cycle
Employee-facing
applications that
enhance wealth
management
operations
Improved
engagement
Actionable
insights
Operational
transformation

22. 22
Analyzes
context
Learns with every
customer interaction
Value add
Reduced waiting time and real
time dialog
Improved cross-sell and up-sell
Less customer attrition,
improved customer satisfaction
Reduced operating costs, more
efficient interactions
The cognitive-enabled virtual agent has highly personalized
conversations in direct interactions with each client
The virtual agent interacts with customers, learns from every interaction and
develops its body of knowledge, adapting rapidly to the way humans think
Virtual agent or
self-service
Offers optimal
response
Seamless
experience
cross-platform
Natural language
interaction
Improved engagement
Source: Please see the notes section

23. 23
Value add
Greater potential for sales and
closer targeting of customer
Actionable insights into client
networks & personality
Focus on instant client demand
saving manual effort & time
Continuity and deeper intimacy
of client relationship
The cognitive smart advisor enables relationship managers to
advise clients more accurately than imagined
The cognitive smart advisor identifies the personality and risk-profile of the client,
using diverse data sources to align financial objectives with each individual
Cognitive
empowered
advisor
Advisor
matching
Lifecycle-driven
conversation
Personality
insights
Risk propensity
Network value
Actionable insights
Source: Please see the notes section

24. 24
Value add
Highly responsive & consistent
customer service
Faster & accurate query
resolution
Easily scalable on-demand
expertise
Savings in training costs
Improved resource utilization
Cognitive computing also offers instantaneous customer service
support for efficient response time and higher call conversion rates
Cognitive computing offers a comprehensive, real-time view of the client, including
personality and preferences and to specific responses
Call center agent
dashboard
Complete real-time view
of the client
Consistent,
optimal
response
Easily
scalable
expertise
Actionable insights
Source: Please see the notes section

25. 25
Banks are also gaining greater visibility into specific business
challenges and enhancing proactivity across the organization
Cognitive computing solutions are identifying imminent regulatory requirements
and aligning these to internal policies, procedures and controls
Value add
Simplified compliance
management & tracking
Dynamic view into the changing
regulatory environment
Transparency improves across
the organization
Documentation and data
management efficiency
Identifies regulatory
updates
Assures compliance, demonstrates
with full audit trail
Documentation
Identifies regulatory
updates
Finds compliance
issues/ gaps
Operational transformation
Source: Please see the notes section

26. 26
Cognitive computing is still nascent and currently beyond the radar
for most banks
28%are familiar with
cognitive
computing1
17%believe their
organization is ready
to embrace cognitive
computing2
Of banking executives surveyed…
Most bankers are unfamiliar with cognitive computing and not ready to adopt yet
Source: Please see the notes section

27. 27
But outperforming banks have already taken the lead
…and more prepared to adopt cognitive
computing2
Outperforming banks are much more
aware of cognitive computing1…
52%
Outperformers
17%
Underperformers
32%
Outperformers
11%
Underperformers
191%
more
Source: Please see the notes section
206%
more

28. 28
The market for cognitive computing is expected to increase
dramatically over the next three years in all geographies
0% 20% 40% 60% 80%
UK
North America
Greater China Group
India
Japan
Europe (Wester & Eastern)
MEA
South America
Australia
Asia
3–5% Above 5%
0% 20% 40% 60% 80%
UK
North America
Europe (Wester & Eastern)
India
Asia
Greater China Group
Japan
South America
Australia
MEA
3–5% Above 5%
Percentage of banks investing in cognitive
computing today1
Percentage of banks investing in cognitive
computing over the next three years2
Source: Please see the notes section

29. 29
Cognitive computing will revolutionize banking once tactical
measures are overcome
Cost and a lack of cognitive IT & related
skills are key barriers
Most banks have not yet adopted
cognitive computing
11%of respondent
organizations have
adopted cognitive
technology1
Barriers to implement cognitive computing cited
by banking executives in our survey2
Cost
Lack of IT and
other skills
Lack of organization
buy-in
Lack of executive
support
Regulatory
constraints
Lack of the change
management
45%
25%
43%
16%
15%
12%
12%
Lack of customer
readiness
Source: Please see the notes section

30. The cognitive bank arrives!

31. 31
Outperforming banks are already convinced about the strategic
relevance and impact of cognitive computing
Outperforming banks are convinced
about strategic relevance of cognitive
computing1…
49%
Outperformers
15%
Underperformers
227%
more
…and believe cognitive will significantly
impact business lines and functions2
Source: Please see the notes section
58%
more
43%
more
57%
Outperformers
36%
Underperformers
60%
Outperformers
42%
Underperformers
…as well as significantly impact
business processes2

32. 32
Above all, the cognitive bank enables decision-making to be
enhanced by dynamic learning across the whole organization
Deals with what happened
− Reports
− Dashboards
− Visualization
Deals with what can
happen
− Predictive models
− Scores
− Forecasts
Deals with dynamic
learning
− Learning models
− Experience based
− Feedback mechanisms
Descriptive
Predictive
Cognitive
Deals with optimizing
outcomes
− Rules
− Optimization
models
− Recommendations
Prescriptive
Cognitive computing enables decision-making to be forward-looking and continuous
Levels of human interaction
Depthofinsights

33. 33
Cognitive computing transforms the entire bank across three key
dimensions
Dimensions
Enterprise transformation
New analytic insights
Deeper contextual engagement
New analytic insights
Deeper contextual
engagement
Enterprise transformation
Cognitive
bank
§ Personalizes customer engagement
§ Complements human expertise
§ Provides access to ecosystem
partners
§ Enables seamless dialogue with user
§ Accelerates banking processes
§ Provides knowledge-driven opportunities
for ecosystem partners
§ Redefines the business model
§ Redefines roles and business processes
§ Transforms the organization

34. 34
The cognitive bank personalizes every engagement through
continually deeper insight, context and learning
Reveals patterns, relationships and insights
from diverse data sets
Customer
data
Transaction
history
Sentiment
analysis
User
journey
Develops a 360o profile, personality of a client,
orchestrates insight-driven engagement
Adapts continuous learning model and
leverages same in future interactions
Understands complex questions, infers the
context & presents optimal responses
How does cognitive computing personalize customer engagement?
Deeper contextual Improved engagement
Source: Please see the notes section

35. 35
It complements human knowledge by accelerating learning,
collating expertise and providing an insight-driven partnership
How does cognitive computing complement human expertise?
Accelerates learning process for professionals,
widens their reach in terms of information
Master
Time to expertise
Practice
Apprentice
Study
Master
Practice
Apprentice
Study
Time to expertise
Makes expertise accessible on exponentially
expanding scale
Cognitive
transformation
Partners - Serves as a companion for the
professionals to increase their performance
Serves as an unique partner by –
§ Providing far deeper research more quickly
beyond mere human capability
§ Making industry expertise available to everyone
§ Offering immediate actionable insights,
conversation starters/ follow-up suggestions
Source: Please see the notes section
Deeper contextual Improved engagement

36. 36
Family
Customer
Family
Work
Cognitive
Bank
Trade finance
Lending
Social
Ticketing
Transactions
Payments
Investment
Trading
Mobile payments
Mobile wallets
Crowd funding
P2P Lending
Customer needs Partner ecosystem
The new cognitive bank will play an
integral role in customers’ everyday life
Customers will entrust banks to manage
relationships with other service providers
Loans
Payments
Ticketing
Insurance
Leasing
Crypto currency
Source: Please see the notes section
It also empowers banks to orchestrate powerful ecosystems of
partners to satisfy customers’ everyday needs
Deeper contextual Improved engagement

37. 37
Understands
speech,
gestures and
customer
expressions
Collates latest
information to
offer market
defining service
channels
Learns from
each client
interaction and
studies
preferences
A bank in Japan pioneers the building of a customer service robotic
platform that understands customer words and even expressions
Customer
service
robots
Differentiates the bank
Captures customer details
Reduces demands on staff
Takes advantage of its physical branches
Redeploys human tellers to higher-value work
Infers preferences from every interaction
A cognitive robot software platform that
Source: Please see the notes section
Deeper contextual Improved engagement

38. 38
The cognitive bank focuses on more intimate knowledge of the
customer and fine-tunes recommendations
Offers optimal recommendations, based on individual profile and preferences
New analytic insights
Client journey aided by cognitive computing Business implications
Client portraits
Cross functional team of
experts
Relevant actionable insights
Clients and their needs
For integrated solution
Based on insights
Act
Collaborate
Understand 360o view of customer
Continuity in dialogue
across the lifecycle
Mass customization
of premium services
Source: Please see the notes section

39. 39
The cognitive bank with its deeper knowledge base, accelerates
even highly-customized business processes
Provides optimal credit solutions for each client, processing credit requests more
efficiently with minimal default risk
Products suited to meet
the client needs
Proactive data capture &
processing
Right product
for right person,
at right price and
right time
Business implications
Proactive secure
data capture
Documentation
verification
Decision ready files
Credit scoring, key
data extracts
Compressed cycle times
Minimal errors
Higher productivity
Compliance enforcement
Source: Please see the notes section
New analytic insights

40. 40
The cognitive bank identifies new opportunities from the banking
ecosystem and beyond
Filters and digests dynamic internal and external data including market news,
analysis and trends - to identify new value creation opportunities
Captures the market DNA Unifies a view of corporate
intelligence
Business implications
Data from diverse sources
Real time comparison
Emerging trends/threats
Financial
performance
Industry
trends
Benchmarking
Market
risks
M&A or
alliances
Strategic
intent
Peer connections
Customized, role based
view
Monitor performance
metrics
Uncovered connections
and implications
Optimal response strategy
Source: Please see the notes section
New analytic insights

41. 41
A bank in Spain exploits cognitive to trawl more data more quickly
than ever imagined
Smart
advisor
Increased accuracy
99% less response time
Widens the scope
Take advantage of its physical branches
Agents can answer to wider range of questions
Answers in minutes instead of days
New analytic insights
Scans masses
of structured &
unstructured
regulatory data
A cognitive system offering insight to agents
Learns and
improves with
each customer
interaction
Ranks most
optimal
responses as
a guidance
Source: Please see the notes section

42. 42
The cognitive bank business model consists of a holistic and
dynamic mix of intangible as well as tangible assets management
Cognitive
computing
Digital
network
Enabling
infrastructure
Business
ecosystems
The
cognitive
bank
Partnering &
Collaboration Agility Innovation
Analytics Digitization
Intangible
assets
Operational
efficiency
Revenue
Growth
Employee
productivity
Cost
reduction
Asset
efficiency
Tangible
assets
Enterprise transformation
Source: Please see the notes section

43. 43
The cognitive bank redefines roles and re-engineers business
processes constantly across the whole organization
Analytics
Agility
Digitization
Innovation
Partnering &
Collaboration
Automates routine, manual processes
loan processing, helpdesk tasks & so on
Complements capabilities of banking
professionals through deeper insights
Creates new ways of thinking and
managing
Accelerates the expertise of banking
professionals based on market needs
Collaborates to develop and deliver
specialized banking services
Redefines roles Re-engineers business processes
Integrates banking processes across
the enterprise and with the ecosystem5
Provides insight-led banking activities4
Introduces new banking products and
services to market more quickly3
Configures banking processes rapidly
to adapt to market dynamics2
Partners with the eco-system to
orchestrate banking services1
Enterprise transformation
Source: Please see the notes section
Enterprise-wide Risk Management

44. 44
The cognitive bank will look radically different and will change the
traditional role of people, process and technologies in banking

45. 45
A global financial services organization uses cognitive computing to
manage business proactively
Cognitive
enabled
compliance
service
72% accuracy
Improved Productivity
Lower churn
Demonstrated during proof of concept1
Due to associated loss of institutional knowledge
Elimination of manual regulatory evaluations
Enterprise transformation
Identifies and
predicts
regulatory
obligations
First-of-a-kind cognitive compliance service
Maps changes
across business
units, IT
systems and
processes
Understands
the cascading
impact of
regulatory
changes
Source: Please see the notes section

46. 46
The cognitive bank is dramatically transforming and redefining
traditional banking
Cognitive computing
technologies will radically
transform banking
Outperforming banks are
already taking the lead
The cognitive bank is
redefining banking
Competitive advantage
Customer
experience
§ Reach
§ Connectivity
Cognitive
Digital
Physical
§ Knowledge
§ Relationship platform
§ Efficiency
§ Accuracy
Streamline &
Improve processesOptimise IT
Foundational
digital
capabilities
Complete digital
transformation
Extend business
ecosystem
Apply advanced
analytics
Optimise
customer
engagement
− Banking is getting commoditized and
being displaced
− Banks are in need of an urgent
resurrection of the way they operate
− Cognitive computing paves the way
to fundamentally transform banking
Operational transformation
Actionable insights
Improved engagement
− Cognitive computing impacts bank
in three ways
− Revolutionizes customer
engagement
− Provides insights unavailable
previously
− Enables operational
transformation at lower cost
− Cognitive computing is still new;
presenting benefits to early adopters
− Outperforming banks are more aware
of cognitive computing – 205% more
− They are also more prepared to
adopt cognitive computing – 190%
more

47. Becoming the cognitive bank

48. 48
Next steps
Plan your cognitive
journey
Prepare your
organization
Assess the business case for cognitive
bank and chart a course for your own
cognitive journey
Implement and
evolve continuously
Evaluate your current capabilities and
build the foundation to make your
organization ready
Use a strategic rollout for cognitive
transformation, and evolve it with
continuous learning
Source: Please see the notes section

49. 49
Assess the business case for your cognitive bank and chart its
cognitive journey
Assess the enterprise-wide business case for
your cognitive bank
§ Identify the opportunity for cognitive
§ Define the scope and obtain senior
management commitment
Chart your cognitive journey (design thinking)
§ Explore relevant cognitive computing solutions
§ Align to them to prioritized journeys
§ Define clear roadmap addressing plans for
governance, deployment and benefits tracking
Prototype / pilot journeys, refine continuously
§ Test and validate prioritized journeys with
business users, encourage all-level involvement
§ Refine these with user inputs, gain buy-in
Ongoing executive alignment and commitment
§ Communicate business value to executive
sponsors and stakeholders at all levels
Plan your cognitive
journey
Prepare your
organization
Implement and
evolve continuously
Source: Please see the notes section

50. 50
Evaluate your current capabilities and build your foundations on
cognitizing your people, business processes, data and infrastructure
Invest in specialist human talent
§ Understand talent gap for cognitive deployment
§ Invest in training and sourcing expertise
Consider process & policy requirements
§ Assess the likely impact of cognitive solutions
on business processes and organization
§ Make necessary revisions in business
processes & policies
Build and ensure quality corpus of data
§ Conduct a structured data strategy assessment
§ Invest in digitizing systems of records
§ Collect, ingest, curate enterprise wide data,
build quality corpus
Establish cognitive ready infrastructure
§ Develop infrastructure to support cognitive data
sets, volume and workloads in a secure manner
Plan your cognitive
journey
Prepare your
organization
Implement and
evolve continuously
Source: Please see the notes section

51. 51
Rollout to drive enterprise-wide cognitive transformation and evolve
with continuous learning
Apply cognitive technology
§ Execute a staged roll-out (using ‘agile sprints’)
§ Instrument for metrics and KPIs
Communicate cognitive vision at all levels
§ Prepare people for new ways of collaborating
with technology
§ Manage the change
Achieve and measure outcomes
§ Assess progress towards your outcomes
§ Measure value realized at different phases
§ Set up periodic review process
Enhance and expand collective knowledge
§ Periodically update functionality and training
with new content based on learnings—look for
reusable knowledge
Plan your cognitive
journey
Prepare your
organization
Implement and
evolve continuously
Source: Please see the notes section

52. 52
Key questions to kick-off your cognitive journey
• How will you identify the opportunity for cognitive in your organization?
• How will you plan your cognitive journey?
• How will you prepare your organization to become the cognitive bank?
• How will you measure the success of your cognitive bank?
Source: Please see the notes section

53. Authors

54. 54
About the authors
Jim Brill
Director, Global Industry Marketing
and Communications
jim.brill@us.ibm.com
Allan Harper
Cognitive Banking Leader
IBM Global Business Services
Allan.harper@au1.ibm.com
Likhit Wagle
Partner and Global Industry
Leader
Banking & Financial Markets
IBM Global Business Services
likhit.wagle@uk.ibm.com
Nicholas Drury
Global Banking & Financial
Markets Leader
IBM Institute for Business Value
nickd@sg.ibm.com

55. ©2015 IBM Corporation