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Banking on Experience: How Customers Are Revolutionizing Financial Services

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The revolution sweeping through financial services has brought new purely digital players to the market and is driving massive change through traditional banks and other financial institutions. Across the globe, customers’ digital experience is reshaping traditional banking services and relationships, and the Asia Pacific region is leading this transformation.

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Partly in response to a pandemic that closed bank branches worldwide, customers are demanding almost every service to be available digitally, and in most cases, via a mobile app. Every bank is becoming a digital bank. Markets that have had a large unbanked population have, over the last few years, leapfrogged directly into mobile banking, bypassing traditional banking.

According to <a href="https://www.mckinsey.com/industries/financial-services/our-insights/future-of-asia-the-future-of-financial-services">McKinsey’s 2021 Personal Finance Survey</a>, the share of consumers in Asia actively using digital banking has jumped to 88% this year, compared to 65% four years ago. More than 60% of Asian consumers are now open to switching to a digitally-focused “direct” bank, McKinsey reports.

And financial services companies are raising their digital game. In VMware’s own <a href="https://www.vmware.com/asean/company/news/releases/2021/Gearing_Up_for_Growth_Go_Digital_First.html">Digital Frontiers 3.0 study</a>, more than half of respondents said financial services groups in Southeast Asia had improved digital services compared to before the pandemic. 

The big digital shift has helped open the door for fintech players like <a href="https://www.antgroup.com/en">Ant Group</a> in China, <a href="https://www.bankbazaar.com/">BankBazaar</a> in India and <a href="https://www.afterpay.com/">Afterpay</a> in Australia to enter the market. It’s a market where the big digital names like PayPal, Stripe and India’s Paytm have already carved out substantial businesses. Along with China’s AliPay and WeChat Pay, which have been acknowledged as global leaders in fintech scale and innovation for some time.

To keep up with the disruption, traditional banks are innovating at a rapid pace and expanding their scope beyond traditional finance and are beginning to offer services that look more like those of pure fintechs. In Singapore, DBS’ PayLah app offers anything from simple payments to food orders and purchasing of public transport fares, while Thailand’s Kbank has teamed up with Grab for its own e-wallet service offering payments and loans. Services like PayNow in Singapore and the New Payments Platform in Australia allow customers of multiple banks to make payments to each other using only mobile phone numbers. Chinese giant Ping An, which started life as a conventional insurer, has become a technological powerhouse offering services across areas as diverse as healthcare, auto services and real estate. In India, HDFC Bank offers AI-powered 10-second car loan approvals.

<strong>Customer-Driven Transformation</strong>

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One of the major drivers of the success of the new fintech players is their superior customer experience and ease of use. Traditional banks are innovating faster than ever to improve customer experience.

At VMworld, several leading financial institutions shared how they are transforming to become digital-led banks. Customer experience is key, powered by a move away from legacy infrastructure to agile, cloud-based platforms to keep up with what customers want.

In my discussions with banking technology leaders, there were some key common themes among their transformation strategies that stood out:

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Eyeing the democratization of finance and greater competition, regulators around the Asia Pacific region seem keen to encourage the growth of new digital financial services. In this environment, some banks are even planning to shift their core banking systems into the cloud—something that would have seemed unlikely not that long ago. More regulatory leeway is also increasing the speed of change, which is adding to the pressure on all players to keep up.

And all this is happening in an environment of greatly increased competition. As well as the new breed of fintechs, companies from other industries, such as telco, are also beginning to offer financial services to their large existing customer bases.

“We are a tech company with a banking license,” is something we now hear all the time as traditional banks embrace tech and forge partnerships to compete in this new marketplace.

We are witnessing some of the biggest changes in financial technology since banks first computerized in the middle of last century and are heading into an exciting and customer-driven new era.

Digital banking trends are reshaping traditional banking services and relationships. The Asia-Pacific region is leading this transformation.

Digital Banking Trends in Asia Pacific | VMware News & Stories

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Nurturing strong community relationships has always been important to police services, for connecting and engaging with local citizens.

In its mission to foster a stronger relationship and increase public trust in its officers and support services, one Canadian police organization is using digital transformation to build community bridges.

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Driving Transparent Policing Through New Digital Initiatives 

Peel Regional Police (PRP) is the third largest law municipal police organization in Canada, serving the 1.5 million citizens living in the two largest cities west of Toronto.

Recently, PRP transformed how it delivers public service, creating a more open and trusting relationship with local neighborhoods by using digital technologies to enhance public safety. 

“We wanted to demonstrate that our police officers are accountable and transparent to the community,” shared Anthony Odoardi, Deputy Chief of Innovation and Technology for Peel Regional Police.

One of PRP’s first initiatives has been equipping officers with body-worn cameras, supported by a digital evidence management system. But its successful implementation has involved more than just making sure the cameras work. Many members of the community were unsure whether to trust bodycams initially, so the project needed to drive cultural change.

“It’s not simply a matter of strapping a camera to someone’s chest and sending them out on patrol. Body-worn cameras are a sensitive subject—for officers and the community,” Odoardi said. “The project has required us to engage with stakeholders, and to do so authentically, to communicate bodycam technology’s positive impact.”

Turning the Tide on Public Perception of Police Technology

To nurture community trust, PRP had to be clear about how the footage its officers captured would be used, managed and stored, in addition to listening to public concerns about consent and data security.

“People wanted to know how we were going to use the images, where they were going to be stored, and if the cameras were always going to be on,” Odoardi explained. “They didn’t feel comfortable with cameras being used in a school setting or place of faith, for example.”

PRP took this feedback and used it to shape its digital transformation efforts: “By hearing people’s voices, we could show that we wanted to use technology to better serve them,” Odoardi said. “We’ve gone from a situation where the community was against us spending more than CND 10 million on body-worn cameras to an 80 percent approval rating.”

Peel Regional Police also influenced public opinion by demonstrating that bodycam footage would be used to enhance officer training, so PRP could respond to sensitive situations, such as mental health crises, more effectively.

“We’re changing the narrative, using bodycam footage to support scenario-based training and increase our cultural competences,” Odoardi said.

Supporting Frontline Services With a Robust Infrastructure

It wasn’t just community obstacles that PRP needed to overcome in its digital transformation strategy.

For new technology initiatives to work successfully, PRP had to manage the vast volume of data within its wider mobility strategy, including the use of officially issued smartphones to securely connect officers with policing apps.

To put a robust yet flexible infrastructure in place, Peel Regional Police began working with VMware to introduce cloud technologies, using <a href="https://www.youtube.com/watch?v=EGTUBGNxscc" target="_blank" rel="noreferrer noopener">VMware Workspace ONE</a> to unify data management and control access to system information.  

Moving to a cloud-based platform was more than a security improvement for PRP. Being able to upload and retrieve data on the move has empowered officers to spend less time writing up incidents and more time focusing on public services. Recording information centrally means that PRP can use this data to connect the public with community support services where needed.

“We need to move out of a crime response model towards a social disorder management model because most of what we do in policing isn’t criminal,” Odoardi said. “That means connecting people with the right resources after the first time we respond to a call, so we don't get called again.”

Becoming Comfortable With the Uncomfortable

It’s been a year of rapid change for Peel Regional Police, but digital transformation has provided more than a new approach to managing workload. It’s changed the way officers handle incidents and strengthened their bond with members of the local community.  

And with the technology infrastructure now in place, PRP is taking its commitment to changing community relationships even further by collaborating with the Ontario Human Rights Committee.

“We are there to support people in their worst times and that means taking a human-centric lens; policing the way we ourselves would want to be treated,” Odoardi explained. “We want to make a healthier community based on safety and wellbeing, and we’ve demonstrated a willingness to be comfortable with the uncomfortable to achieve this.”

A Canadian police organization is digitally transforming to build community bridges and foster innovation within policing.

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Innovation Within Policing in Canada | VMware News & Stories

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At the onset of the 2020 pandemic, an  interconnected digital web helped power #ZoomLife’s meteoric rise into pop culture legend.  In this Pop Culture Tech episode, we talk about the culture and innovation powering our new world of work.

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Not every work experience outside the office is perfect. Presenters still forget to unmute. Attendees leave mics on. Yet today’s employees are feeling pretty good about remote working.

In the recent <a></a><a href="https://vmware.com/go/virtualfloorplan" target="_blank" rel="noreferrer noopener">Virtual Floorplan: New Rules for a New Era of Work study</a>, three-quarters (75%) of employees globally agreed moving to a distributed working environment has meant their performance—and not traditional metrics like time in the office—is being valued more by their employers.

<a href="https://news.vmware.com/category/pop-culture-tech" target="_blank" rel="noreferrer noopener">Pop Culture Tech's remote work podcast</a> episode checked in with two experts to explore how businesses and workers maintain the momentum.

In the 1970s, a very small group of employees began the teleworking trend, primarily doing tasks from home. After Y2K, increasing access to mobile devices and cloud technologies catalyzed work from anywhere and the remote workforce emerged. Then came 2020 and the pandemic, accelerating the growth and acceptance of work from everywhere by decades.

Today, remote and hybrid working styles are commonplace. Employees want these flexible workstyles to continue. And this has leaders around the world strategizing about how to concurrently maximize flexibility and productivity.

“The term ‘remote work’ will cease to exist. Very soon, remote work will just be work, because it will be the majority, and it will be the standard,” said Laurel Farrer, founder and CEO of <a href="https://www.distributeconsulting.com/" target="_blank" rel="noreferrer noopener">Distribute Consulting</a>.

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Historically, mid-level managers and people farther along on their career journeys objected most to remote working’s viability. The primary reasons: working away from the office was so different from co-located environments and they couldn’t imagine how it would effectively serve the business.

The pandemic eliminated all the resistance and doubt around the credibility of remote work, Farrer believes, because every manager of every business in every industry experienced remote work at the same time. “Leaders were able to experience it in their teams; to see their teams staying productive,” she said. “They now have the evidence they needed to prove the viability of remote work as an operational model.”

The pandemic also changed employees’ perception of work. It’s no longer somewhere people go.

“Work is something we do,” explained Harry Moseley, Global CIO of <a href="https://zoom.us/" target="_blank" rel="noreferrer noopener">Zoom</a>. The challenge for organizations now is “how do you bring people back to the office in a way that is inclusive, like what we’ve experienced…where we can collaborate safely.”

Zoom, the company dedicated to making video communications frictionless and secure, has ideas.

CEO Eric Yuan founded the company on five principles that drive innovation, Moseley said:

The overarching vision that Zoom is working really hard on today, is “how can we make the virtual experience as good, if not better than the in-person experience,” said Moseley.

New Zoom capabilities are a start. Smart Gallery, for example, leverages artificial intelligence to provide immersive views and more so people can continue to experience the nonverbal cues they’ve gotten to accustomed to having while working away from the office.

What the pandemic has taught leaders and employees is that “there’s now a way to do business better,” concluded Farrer. And that includes asking hard questions—about empathy, alignment and shared values—and supporting the answers with modern communications channels and technology.

Cars Get Smart

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What's the future of remote work and tech? Listen to this new Pop Culture Tech podcast featuring Zoom and Distribute Consulting.

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Choose a trend from recent years and there is a good chance that the pandemic has accelerated it. From online shopping and video streaming, to remote working and learning, COVID-19 triggered what many call <a href="https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-great-acceleration">the great acceleration</a>.

This is of course true of digital transformation, which underpins many of the trends above. And it’s also true of the long cyclical move away from organizations outsourcing their IT functions.

The speed at which organizations now need to iterate their digital offerings to stay at the top of their game has accelerated well beyond what the traditional outsourced IT model can offer.

When there are opportunities or needs that demand being served in days, or even hours, engaging a vendor at arm’s length to do the work just doesn’t cut it. And as more and more functions are delivered “as-a-Service,” the expectation that services are improved and updated in real time continues to grow rapidly.

We’ve known for a long time that technology is just one part of a successful digital transformation. Having a team with the right skills and capabilities is also instrumental. Increasingly, we’re seeing organizations wanting to build those skills internally to use that tech to its potential.

This means that as organizations continue to digitally transform, they must be looking for partners who do more than implement technological solutions—they are looking for partners who can also deliver the training and knowledge they need.

The pandemic has supplied countless examples of the power of this approach.

For instance, the need to respond quickly to changing needs has driven the development and continued evolution of the Service NSW app, the main government portal for Australia’s most populous state.

The app is used by more than three-quarters of the state’s population. It powers the government’s world-class contact-tracing efforts and gives users a quick and simple way to check in to locations that they visit.

The plaudits the Service NSW team has earned for the frictionless functionality of the app demonstrate the value of having the right skills in house.

In pre-pandemic times, VMware’s Tanzu Labs team worked with the NSW Department of Customer Service to develop the Service NSW app, not for checking in to premises but to operate as digital drivers’ license. By partnering with their product managers, engineers and designers, we developed a system that their team was confident in using.

This meant that when the need for a digital solution for checking in to premises arose, Service NSW were able to quickly and effectively extend the functionality of the existing app.

This capability allows the Service NSW team to rapidly incorporate feedback from users to improve the app experience. Features such as saving the details of dependents, reminding users to check out of a venue, and even offering the latest COVID advice could all be rolled out just days after the need is identified.    

This type of responsiveness and rapid iteration simply isn’t possible with the traditional outsourced IT model.

While having the right development capabilities in-house can enable organizations to move faster, it can also help them move in entirely new directions.

For automotive giant Hyundai Motor Group, the future of cars lies in their connectivity. Already, 4 million Hyundai vehicles are connected to the cloud. By next year, it will be 10 million. Hyundai’s designated ICT company, Hyundai AutoEver, is driving this transformation and investing heavily in internalized capabilities like DevSecOps and microservices as well as the capabilities of its software engineers.

By pairing Hyundai’s engineers with our Tanzu Labs engineers, the team was able to learn about cloud-native technology in a short time and utilize test-driven development practice to deliver high-quality code to market without sacrificing any lead time—all while enhancing the developers’ experience and skillset.

This combination of new platform and application architecture, along with the skills to use them fully, has had transformative effects on Hyundai AutoEver’s application modernization.

Speaking at SpringOne, Hyundai AutoEver CEO Jung Sik Suh explained: “We reduced delivery time, which previously took more than 14 days, to less than three days by building up the automated process that enable low-risk development deployment.” Overall, he said, Hyundai AutoEver has made its speed to market eight times faster.

As the speed of innovation ramps up, so does the complexity of the processes needed to bring about that innovation. As a result, ensuring that new skills are embedded in your organization along with new technology is often no small feat.

Hiring suitably experienced developers and engineers is one approach, but with an existing skills shortage being amplified in many nations by restrictions on skilled migration, this path is only getting harder.

Another approach is ensuring your technology partners transfer their relevant knowledge to your internal IT teams. The most powerful way for this to happen is time, proximity, and a commitment to making the knowledge transfer happen.

Until the pandemic, VMware’s approach to making this happen had been to have our developers sit side by side with our client’s IT teams for weeks or months, creating and reviewing code side-by-side.

Pair programming allows the client teams to have deep experience with the implementation of the technology we supply. The depth of knowledge this creates can’t be replicated with training courses or seminars. Neither can the confidence it creates to try new things and create the innovation that so many organizations strive for.

The pandemic, as it has with many things, meant we had to shift from a face-to-face model to a remote style of interaction. But this change also opened up new possibilities for us to share knowledge by removing distance as a barrier to getting developers together.

But for best results, this shouldn’t be a purely IT-based pursuit. Where we have seen the biggest success is where organizations have had the wisdom to bring subject matter experts from the business side into the process.

By now, many businesses are comfortable with their software engineers operating on an Agile methodology. But getting the rest of the business operating that way is a more confronting process. Enabling business processes and operating models to respond as quickly as technology allows is where true transformation is sparked. After all, the best tools in the world aren’t worth much if they’re not being used.

Successful digital transformation is not just about technology. It's about the skills it takes to develop the technology as well.

Technology is just one part of a successful digital transformation. A team with the right skills and capabilities is also essential.

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Technology is just one part of a successful digital transformation. Having a team with the right skills and capabilities is also instrumental.

Economies depend on flexible, resilient manufacturing. How can technology take manufacturers further faster to a real-time connected future?

From Steady Change to Complete Disruption

The toilet paper rush of 2020 was an eye-opening reminder to consumers that manufacturers keep the world supplied.

Although varied in their specialties, manufacturers globally must continually respond to, adapt to, and accelerate change in near-real-time to meet demand. Whether they produce textile, wood, metal, chemical, petroleum, plastics, electronic, transportation, pharmaceutical, or food products.

Nearly every manufacturer for years has been undergoing some form of digital transformation to stay flexible and competitive. Among their primary goals: driving efficiency and productivity improvements spanning design and prototype development, supply chains, and factory floors—all while keeping employees safe.

But manufacturers’ slow and steady digital adoption met a test like no other when the industry was forced to respond to the global disruption caused by the COVID-19 pandemic.

<strong>Manufacturing is a large industry sector. International Standard Industrial Classification (ISIC) codes highlight the many subsectors, including:</strong>

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A survey at the onset of the pandemic by the <a href="https://www.nam.org/how-coronavirus-is-affecting-manufacturers-7417/" target="_blank" rel="noreferrer noopener">National Association of Manufacturers</a> of its member companies in February-March 2020 showcased the immediate, anticipated negative impacts of COVID-19.

IT modernization—including modern apps and cloud services—is becoming essential for real-time connected manufacturing operations. And not just modernization for modernization's sake. Leaders are looking to speed invention, sourcing, operations, supply chains, and ultimately, delivery. They want modernization that includes agile processes and innovative technologies that build in visibility and security while streamlining compliance and boosting agility. And of course, modernization that reduces time to market.

Today, manufacturers are not only doing more with less, they are counting on software, applications, and emerging technologies to lead the way in empowering employees, contractors, and suppliers as they strive to operationalize what <a href="https://www.cbinsights.com/research/future-factory-manufacturing-tech-trends/" target="_blank" rel="noreferrer noopener">CB Insights</a> illustrates as the factory of the future.

These are just some of the cutting-edge technologies helping manufacturers achieve impressive results:

And more emerging tech is gaining traction every day, including augmented and virtual reality, blockchain, machine learning, analytics, and wearables.

<strong>The Acceleration of Robotics</strong>

The IFR predicts a rise in robot use in 2021 across the manufacturing sector. Here’s how:

Because connected assets, factories, products and vehicles have the highest exponential value creation potential, manufacturers are moving quickly to embrace digital foundations capable of supporting these key initiatives:

Zeroing in on cybersecurity, there is still much that is secret about manufacturing design and processes. That makes data and information security a top priority for everything from company patents to workflows. With ransomware predicted to attack a business every two seconds by 2031, according to <a href="https://cybersecurityventures.com/global-ransomware-damage-costs-predicted-to-reach-250-billion-usd-by-2031/" target="_blank" rel="noreferrer noopener">Cybersecurity Ventures</a>, manufacturing IT teams must work hard to stay ahead of new attack vectors.

While continuous efforts to meet ever-changing consumer and marketplace demands steadily moved manufacturers toward digital, the pandemic has catalyzed digital transformation initiatives. Today, manufacturers are teaming with partners like VMware to digitize their operations top to bottom:

As consumers, we recognize the importance of manufacturers in our world and can’t wait to see how they supply us next.

Global citizens increasingly want a better, more sustainable quality of life. For governments, that means building smart cities and nations.

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Special Report: The Future of Manufacturing | Trends

Today at <a href="https://www.vmware.com/vmworld/en/index.html" target="_blank" rel="noreferrer noopener">VMworld 2021</a>, we’re excited to announce the honorees for the first-ever VMware Customer Excellence Awards.

In their role as independent auditor, IDC was also commissioned by VMware to act as the preliminary judge and recommendation organization to the 2021 VMware Customer Excellence Award Program.

The awards committee looked at the toughest challenges organizations faced over the past year. From suddenly remote workforces to changing customer demands and the global health crisis, these eight organizations made the impossible “possible” in these categories:

Featured by VMware CEO Raghu Raghuram in the VMworld 2021 General Session, FedEx is accelerating its digital transformation across every region globally. And, among so many other demands on their business, the company’s cloud, apps, data intelligence and IoT innovations were critical for helping distribute lifesaving COVID-19 vaccines to communities across the world.

Digital Business Transformation of the Year: Pirelli

Pirelli manufactures tires for premium and prestige vehicle brands. The company collaborates with these car manufacturers to design tires for specific models and versions. Working collaboratively enables Pirelli to gain deeper insight into near- and long-term customer needs, delivering greater manufacturing agility and faster time to market. Thanks to this business model, more than 80% of customers fitting Pirelli tires as original equipment choose Pirelli tires in the replacement market.   

Highly digitized processes in Pirelli’s manufacturing plants require intensive data management. To modernize its IT infrastructure, Pirelli needed a multi-cloud strategy to integrate its private cloud with a public cloud solution. Since VMware helped virtualize nearly 100% of the company’s on-premises private cloud, the migration to a public cloud solution using VMware Cloud on Amazon AWS was a logical digital foundation to provide Pirelli with full platform independence. Using VMware technology to move virtual machines from the private to public cloud created an efficient, multi-cloud vendor strategy compatible with all public cloud providers.   

The company’s integrated approach enables Pirelli to transform the way it works with customers in order to minimize costs and improve time to market, agility and team collaboration. The solution is expected to increase the company’s bandwidth at lower total cost of ownership globally.

Social Impact of the Year: IHC New Zealand 

Founded in 1949, IHC New Zealand advocates for the rights, inclusion and welfare of all people with Intellectual disabilities. IHC is the second-largest social housing provider in the country and provides full residential services so that the people we support can live in their communities. IHC also offers vocational training to assist with employment opportunities. 

For years, IHC operated a paper record-keeping system. This process created fragmented sets of resident data, effecting the amount of time staff could devote to residents.  Ultimately, IHC’s team decided they needed digital solutions to modernize their operations. The first step: enabling 3,500 remote staff with mobile devices and cloud-based apps. 

Working with VMware engineers, IHC will soon manage all 2,500 mobile devices with VMware Workspace ONE. Its small-but-mighty team of 25 IT experts deploy apps to users’ chosen devices in a controlled, consistent way. And with managed services provider CCL, the team helps drive usage and feature enhancements.  

Looking forward, IHC is exploring IoT and cloud solutions to advance its mission of enabling people with intellectual disabilities to lead fuller, barrier-free lives. 

Improved Customer Experience: IndusInd Bank Ltd 

Headquartered in Mumbai, IndusInd Bank has more than 1,500 branches across India, with offices in London, Dubai and Abu Dhabi. Established in 1994, the bank opened with traditional banking services. But as competition intensified, the company pioneered customer-centric financial service innovations that helped customers transition to online banking and other digital experiences.  

But to create a robust platform for its evolving digital capabilities, IndusInd needed a pathway to the cloud. IndusInd Bank partnered with VMware to accelerate innovation and deliver new customer experiences. Now, the bank can build and run apps on any cloud.  

IndusInd’s flexible, multi-cloud infrastructure delivers a constellation of customer-centric apps and services. One of those is IndusAssist on Amazon Alexa. This innovative service lets customers check account balances, transfer funds and pay credit card bills simply by talking to Alexa. Another example is Video Branch. Using mobile devices, customers can connect with bank representatives and complete a full range of tasks from home—or anywhere in the world.  

Finally, IndusInd’s digital foundation gives its team the tools and resources they need to rapidly respond to business disruptions and adapt to rapidly changing markets. 

For example, “Compared to before the pandemic and now, 70-80% of our acquisitions are via digital channel.  That’s a big jump; a very high portion of customers are using digital channels. Payment has become contactless during the time that the pandemic came into our lives,” said Biwasbrata Chakravorty, head of information technology, IndusInd Bank. 

<a href="https://www.vmware.com/content/microsites/possible/stories/indusind.html" target="_blank" rel="noreferrer noopener">Dive deeper into the story</a>. 

Digital Transformation: Commonwealth Bank of Australia (CBA)

CBA’s goal is to move 95% of its IT workload to the public cloud by 2025, as a way to simplify CBA’s technology estate and ensure applications remain highly resilient and highly available. The bank’s migration to public cloud ensures greater digital resilience throughout its IT infrastructure by consolidating disparate systems and processes and adopting automation for an improved service. In working closely with AWS, VMware helped to ensure success in implementing capabilities for CBA’s renewed operating infrastructure. 

Now with a more standardized, resilient architecture, the bank is able to use a scalable and agile platform, where technology teams can deliver the best digital experiences to customers. It will return benefits to CBA in operational efficiencies, enabling business agility, growth and market differentiation.

Customer Stories