Mark has a technology background and brings more than 24 years of experience helping clients deliver large scale/global programs to drive efficiency and effectiveness in areas of cost reduction, operational risk, performance management, asset efficiency, and regulatory reporting. While institutions that made strategic investments in technology came out stronger, laggards may still be able to leapfrog competitors if they take swift action to accelerate tech modernization. To learn more click, The Finanser’s Week: 14th December 2020 – 10th January 2021. It was no easy feat to go fully virtual and execute an untested operating model in a matter of weeks. DTTL (also referred to as "Deloitte Global") does not provide services to clients. The survey included banking and capital markets companies with revenues of at least US$1 billion in 2019: Nineteen percent had between US$1 billion and US$5 billion in revenues; 22% had between US$5 billion and US$10 billion; 33% had between US$10 billion and US$25 billion; and 27% had more than US$25 billion. The pandemic brought banks a renewed sense of purpose in 2020: providing liquidity to the real economy. But as the pandemic continues, banks will likely be confronted with a greater share of distressed assets on their books. Citing an array of risks heading into 2021, Moody’s Investors Service has a negative outlook on much of the global banking industry — except in Canada. Women in the financial services industry collection, Explore the Financial services collection, Go straight to smart. Last, banks should also bolster their transition risk services and solutions to clients as they decarbonize.15 The field is ripe for capital market innovations to create and trade carbon credits, and, more broadly, share climate risk across market participants. COVID-19 inflicted enormous stress on banks’ operations, and there were hiccups at some institutions. Anna is also responsible for managing the global relationships of the Swiss firm, bringing the power of Deloitte's global expertise and insights to Swiss clients. View in article,, “S.2903 - Climate Change Financial Risk Act of 2019,” accessed October 26, 2020. As the pandemic continues and uncertainties remain, bank leaders should continue to proactively recognize employee concerns, be sensitive to their personal/family needs, and prioritize physical and psychological health efforts that can also help maintain employee productivity. For additional insight and market commentary, visit our website. Moreover, transitioning to cloud-native, API-driven core systems could help bank leaders radically rethink product design, as neobanks and bigtechs have done. Initial spikes in asset price volatility significantly increased market risk, testing banks’ financial stability and risk resilience. They should be afforded opportunities to learn how their work fits into the bigger picture, to gain a deeper appreciation for how they are making an impact within and outside the organization.29. In this regard, technology’s true power—its ability to reshape risk frameworks in more meaningful ways—has yet to fully be realized. View in article, Jennifer Laidlaw and Rehan Ahmad, “CaixaBank-Bankia merger may have domino effect on Spanish market,” S&P Global Market Intelligence, September 2020. Looking ahead, bank technology leaders should place bold bets on initiatives that could transform businesses, such as core systems modernization. View in article. Deloitte brings together professionals with diverse experience to provide customized solutions for clients across all segments of the banking and capital markets industries. View in article, Institute of International Finance, “IIF/UNEP-FI TCFD report playbook,” September 2020; World Economic Forum, The net-zero challenge: Global climate action at a crossroads (part 1), December 2019; UNEP Finance Initiative, “TCFD – Task force on climate-related financial disclosures,” accessed October 26, 2020. Insider risk is also increasing because of the psychological stress employees are likely to face as the pandemic continues.49. Going forward, strengthening operational resilience will likely be a main challenge many banks face.34 While there’s no silver bullet, banks could reassess their global footprint and dependence on third parties, conduct more frequent simulation exercises, and improve information systems to respond quickly to future events. Mark is a Deloitte vice chairman and leads the Banking & Capital Markets practice in the US. Unsurprisingly, the transition to a new reality brought about by COVID-19 is a key theme that is woven throughout many of these focus areas. 1. Title: Investment Outlook - Q1 2021 - Recovering and Rebuilding - Transcript Author: Miranda SPIRO Subject: Investment Outlook - Q1 2021 - Recovering and Rebuilding Created Date: The 2021 crystal ball might be statistically clear, but the numbers reveal pressures for and against continued industry consolidation. Our banking risk experts provide insight into the regional events impacting the financial sector in emerging markets in 2021. Finally, in the post-COVID-19 world, risk fundamentals are unlikely to change, but risk leaders should rethink old governance models and the way they are applied. HSBC Private Banking . Taking action against systemic bias, racism, and unequal treatment, Key opportunities, trends, and challenges, Go straight to smart with daily updates on your mobile device, See what's happening this week and the impact on your business. Chief operating officers may also need to challenge cost management orthodoxies, such as outsourcing noncore activities or using technology to do traditional manual tasks. We also asked about their investment priorities and anticipated structural changes in the year ahead, as they pivot from recovery to the future. Banks should also buttress risk sensing. Four in five customers prefer to manage their finances digitally rather than in person. View in article, J.D. As new regulatory trends make an impact in the financial services marketplace, how can your organization remain resilient? There may not be one core systems solution that fits all, so to determine which option is best, banks should evaluate the sustainability of current platforms, their appetite for risk, and the need to innovate their offerings. 06 January 2021 Natasha McSwiggan. already exists in Saved items. Banks should take a leadership role, and continue to engage with regulators, industry organizations, clients, and counterparties to build a robust, pervasive, and persistent sustainable finance agenda going forward. The pandemic drew attention to well-being like never before: Most executives surveyed (80%) said their company was increasing focus on safety and well-being. New solutions, such as knowledge graphs, are available to extract the full value of data by addressing data fragmentation. See Terms of Use for more information. Banking and Finance Industry Outlook 2021 Written by inventure knowledge Posted on 5th January 2021 5th January 2021 Less than 0 min read Tahun 2021 harus menjadi momentum comeback karena mau tidak mau dunia usaha harus menggeliat kembali tak boleh kalah untuk kedua kali. Establishing new talent models should facilitate flexible, self-organizing teams that come together for a common purpose. This trend will play out for the next 5-10 years. The chief risk officer (CRO) is also central to this transformation. Banking leaders around the world have faced an array of challenges on the talent front, from shifting to a remote, distributed workforce to finding ways to keep employees engaged and productivity high. Programs that focus on “learning how to learn,” curated learning, and learning via experiences should lead to better retention and more positive organizational results overall.30 Success in the post-COVID-19 world will likely demand a new set of skills, but simply reskilling the workforce is not expected to be enough. Increased provisioning following expiration of mainland China's micro, small, and medium-sized enterprise loan moratorium in March 2021. In this regard, robust identity governance and administration and next-generation authentication through password-less experience are considered effective solutions. Get the Deloitte Insights app. As a result, there could be a striking growth in global poverty, with as many as 150 million people pushed into “extreme poverty” by 2021.6 There are already signs of worsening income inequality and a growing number of women dropping out of the workforce. Realizing the digital promise: Key enablers for digital transformation in financial services, Chatbots to the rescue: How conversational AI will save call centers, Banks left with pockets full of cash and few places to go, Reinventing FP&A for the pandemic and beyond, CFO signals: 2020 Q3: Some economic recovery, but growing skepticism about the pace going forward, Banks raise concern over insider threats as pandemic takes toll on mental health, Tech in banking 2020: The race to digital adoption, Cross-border mergers in Europe would help diversify banks - ECB's de Cos, Antitrust Division seeks public comments on updating bank merger review analysis, CSBS comment letter: Antitrust Division banking guidelines review: Public comments topics & issues guide, Preparing for the future of commercial real estate, COVID-19 return-to-the-workplace strategies. View in article, Eric Merrill, Adrian Tay, and Steven Ehrenhalt, Crunch time #6: Forecasting in a digital world, Deloitte, 2018. They should consider offering “finance-as-a-service” to internal stakeholders, which would enable more robust business decisions. Visa’s eyebrow-raising $5.3bn play for Plaid in January and Intuit’s $7.1bn Credit Karma purchase in February are going to look less jaw-dropping in 12 months time following a string of big deals and digital banks will play an interesting role within that. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. One of the most notable effects of the pandemic is the scale and acceleration of several megatrends, and deceleration of others (figure 3). New team structures should be tied directly to how work gets done. View in article, S&P Global Market Intelligence, “Tech in banking 2020: The race to digital adoption,” July 2020. View in article, These estimates are based on Deloitte’s proprietary analysis. While losses can be expected in every loan category, they may be most acute within credit cards, commercial real estate, and small business loans. Second, scale, more than ever, could become critical as profitability pressure will put costs into greater focus. The finance function should also take on a more strategic role by actively establishing a two-way information exchange, empowering business units with real-time business insights46 and smarter scenario-planning tools.47. Undoubtedly, agility goes hand in hand with resilience. Going into 2021, the delayed impact of the pandemic will make itself felt Ultimately, the impacts of climate risk are not just social or reputational, but financial as well. The rating agency reported that more than 75% of rated banks now have a negative outlook, compared to just 14% in 2019. Together with AI, these solutions could also improve resilience by boosting cashflow forecast accuracy. The net impact of these megatrends, combined with macroeconomic realities such as the low-interest rate environment in the decade ahead, should fundamentally reconfigure the banking industry. Future success may very well hinge on how well these lessons have been internalized and implemented. While banking seems to be changing, so does the purpose of banks. Deloitte forecasts indicate that in the United States, both revenues and net income for US commercial banks won’t bounce back to reach prepandemic levels until 2022.51. What is even more impressive is the spike in digital sales—the holy grail in digital banking. In addition, banks could incorporate artificial intelligence (AI)-based banking assistants and sensor-based augmented reality and virtual reality experiences. View in article, Kavita Kumar, “U.S. Low rates are expected to keep net interest margins (NIMs) suppressed, creating strong headwinds to banks’ interest income growth. The outlook remains bright, regardless of the current pandemic. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ("DTTL"), its network of member firms, and their related entities. These declines have been largely offset by near-record levels of trading revenues and wealth management fees. Forget Where’s Wally, Where’s Jack? For more details on the methodology see: Shilling, Shaw, and Berry, The path ahead. In the short term, banks will need to confront ongoing challenges from the pandemic and boost their resilience—whether it is capital, technology, or talent. For instance, the PCAF has developed a global carbon accounting standard, while the Global Sustainability Standards Board is setting standards for reporting.14 But there still isn’t enough coordination and consensus across regions and within the financial services industry.Other persistent challenges are insufficient data and the use of imperfect metrics to assess sustainability activities, performance, and outcomes. He has been voted one of the most influential people in banking by The Financial Brand (as well as one of the best blogs), a FinTech Titan (Next Bank), one of the Fintech Leaders you need to follow (City AM, Deluxe and Jax Finance), as well as one of the Top 40 most influential people in financial technology by the Wall Street Journal’s Financial News. Caution should be exercised, and due diligence efforts may need to be modified to account for COVID-19’s unique impact on asset quality and industry competition. But these changes, along with other forces, such as digital acceleration, will likely transform talent models in the banking industry. Unfortunately, though, banks could be hard-pressed to put this cash to work due to ample deposits and limited options for attractive yields.42. And a new normal where payments are all digital too! ‎Show Banking Transformed with Jim Marous, Ep How Will Banking Evolve as We Enter 2021? Needing to make these investments in a low interest rate environment, some banks, especially smaller ones, may pursue mergers and acquisitions (M&A) opportunities for scale. The consulting firm predicts that a total of 2.7 trillion transactions worth $48 trillion will shift from cash to cards, interbank payments and alternative payment instruments such as person-to-person (P2P) and point-of-sale finance (buy now, pay later). Central Asia. The most obvious is that banks, globally, need to counter the strong headwinds to achieve profitability, given compressed NIM from lower rates and lower demand for loans. Survey respondents were asked to share their opinions on how their organizations have adapted to the varied impacts of the pandemic on their workforce, operations, technology, and culture. BBVA, for example, built new data analytical capabilities through a global data platform and a dedicated “AI factory.”25, Another lesson banks could learn from fintechs is how to leverage customer data and analytics to digitally deliver hyperpersonalized services and engage customers—together with partners—in new and differentiated ways. “Looking ahead, oil prices are expected to increase gradually from current levels and average $44 per barrel in 2021, up from an estimated $41 per barrel this year, as a slow recovery in demand is matched by …, Finance Monthly Game Changers Awards 2017, Chris Skinner is best known as an independent commentator on the financial markets through his blog,, as author of the bestselling book Digital Bank, and Chair of the European networking forum the Financial Services Club. Additionally, the technology function should play a critical role in banks’ structural cost transformation efforts. The 2021 financial services industry outlooks will be live in mid-December. Power finds, Canadian Banks face untimely digital banking headwinds since pandemic began, J.D. COVID-19 has exacerbated income inequality and gender and racial disparities. Boosting productivity, creativity, and collaboration should be the ultimate goals. has been saved, 2021 banking and capital markets outlook Across the board, digital inertia has faded, and more banks are pursuing technology-driven transformation, especially to core systems. In the United States, overall customer satisfaction with retail banks tends to decline as customers transition away from branches to digital-only banking relationships.21 Similarly, in Canada, while mobile banking usage has gone up, customer satisfaction with mobile offerings has declined.22 In Australia, too, satisfaction with problem resolution declined as interactions moved from in-person to digital.23, And while only a few customers may be planning to switch institutions now, customer retention risk could resurface once the pandemic is over, particularly with younger customers.24. A cornerstone of this outlook—which includes positive adjustments to several economic estimates (read the economic outlook here)—rests on sustaining the V-shaped recovery that began in May 2020, leading to 6.4% global GDP growth in 2021 and price appreciation for a wide range of asset classes. Banks cannot solve many of these intractable problems on their own., This is Jupiter FM radio and our next track is: "Life on Mars" by Dialvey Bowzie Respondents were equally distributed among three regions—North America (the United States and Canada), Europe (the United Kingdom, France, Germany, and Switzerland), and Asia-Pacific (Australia, China, Hong Kong SAR, and Japan). As of Q2 2020, the top 100 US banks had provisioned US$103.4 billion, in contrast to US$62.5 billion for the top 100 European banks and US$68.8 billion for the top 100 banks in Asia-Pacific (figure 1). User behavior analytics and machine learning can further help detect potential anomalous behavior on the network and individual endpoints. While customer experience can be tricky to quantify, client turnover is substantial, and client loyalty is rapidly becoming an endangered idea. Despite some hiccups, many banking operations were executed smoothly. For instance, regulators in Europe have reiterated the need for banks to consolidate across borders and drive diversification.54, Similarly, the US Department of Justice is contemplating an overhaul of its outdated bank merger competitive review guidelines to reflect the current realities of a digitized world.55 This may remove barriers to mergers and acquisitions, particularly among smaller/rural banks, according to the Conference of State Bank Supervisors.56. But at the same time, they should maintain a focus on employee well-being and productivity as the pandemic-induced stress on the workforce continues. 4. But this should not prevent bank leaders from reimagining the future and making bold bets. While some unique challenges remain—the lack of common global standards, insufficient data, and unclear metrics to assess sustainability performance and outcomes—these issues are starting to be addressed. Banks may need a new set of tools, expertise, and processes to create a new M&A playbook that will withstand the postpandemic realities. View in article, Refinitiv Podcast, “The role of banks in Sustainable Finance & Crisis Mitigation & addressing the fossil fuel challenge,” accessed October 26, 2020. Last, the finance organization should help manage climate risk. Banks will need to enhance resilience across capital, technology, and talent, as they confront potential new challenges in the short term. COVID-19 not only accelerated digital adoption, it has also been a litmus test for banks’ digital infrastructures. The pandemic is perhaps the most formidable test right now, but income, racial, and gender inequities, along with persistent risks from climate change, are no less daunting. Nearly four in five respondents agreed38 that COVID-19 has uncovered shortcomings in their institution’s digital capabilities. In addition to helping allocate or redirect capital toward economic activities that are net positive to societies, they can also nudge new behaviors among clients and counterparties. View in article, Jesús Aguado and Emma Pinedo, “Cross-border mergers in Europe would help diversify banks - ECB's de Cos,” Nasdaq, October 26, 2020. Nearly one-half of respondents indicate their institutions are considering live interactions with bank staff via ATMs, and installing self-service, contactless touchscreens (figure 5). Power, “Critical moment for banks as financial situations worsen and engagement shifts to digital, J.D. Across industries, sustainability goals often lack transparency and connection to the day-to-day business activities, such as lending or underwriting. But acknowledging the elephant in the room, here are 10 issues, trends, and innovations that experts expect to have the biggest impact on the banking industry in 2021 … Of course, the goal of these changes should be to boost productivity, creativity, and collaboration. And while digital lenders may want to diversify their funding sources, banks may look to acquire fintechs for their digital capabilities and to target new segments. The imperative for self-sovereign identification (get lost Equifax). Realizing the digital promise: Key enablers for digital transformation in financial services, Deloitte and Institute of International Finance, June 4, 2020. Bank rolls out new branch formats for digital age,” StarTribune, September 24, 2020. More specifically, in a recent Deloitte-FS-ISAC benchmarking survey,50 access control, data security, and detection processes were highlighted as the top investment priorities for financial institutions. 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