Emerging Trends Radar for Financial Services Kristin Moyer Industry Advisory Services: Banking & Investment Services This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. The Most Important Emerging Technology Trend in 2012: From Siloes… …To a Nexus of Forces NEXUS Key Issues • What is the financial services outlook for 2012? • What is the emerging trend radar for financial services? • How can Deloitte increase financial services revenue in 2012? Banking & Investment Services CEOs are Gloomy About 2012 Prospects IT Spend Forecast, Total Spend, 2011-2013 ($USD Millions) $500,000 $400,000 $300,000 $200,000 $100,000 $0 $424,847 $117,443 2011 $120,964 2012 $455,866 $126,574 Total Spend Professional Svcs 2013 IT Spend Forecast, Growth, 2011-2013 (%) 8.00% 6.00% $436,622 5.65% 6.17% 4.41% 4.64% 4.00% Total Spend Professional Svcs 2.77% 3.00% 2.00% 0.00% 2011 2012 2013 Source: Forecast: Enterprise IT Spending for the Banking and Securities Market, Worldwide, 2009-2015, 4Q11 Update Life and P&C Insurance CEOs are Not as Gloomy, but more Conservative in 2012 IT Spend Forecast, Total Spend, 2011-2013 ($USD Millions) $200,000 $172,873 $179,799 $187,669 $150,000 $100,000 $43,470 $50,000 $45,252 $47,379 Total Spend Professional Svcs $0 2011 2012 2013 IT Spend Forecast, Growth, 2011-2013 (%) 8.00% 6.38% 6.99% 6.00% 3.99% 4.10% 4.00% 4.39% 4.70% Total Spend Professional Svcs 2.00% 0.00% 2011 2012 2013 Source: Forecast: Enterprise IT Spending for the Insurance Market, Worldwide, 2009-2015, 4Q11 Update Financial Services CEO 2012 Business Priorities Business Priorities Ranking of Business Priorities from CxOs All North America EMEA <$10 Billion >$10 Billion Increasing enterprise growth 1 1 4 1 1 Reducing enterprise costs 2 4 1 4= 2 Implementing finance and controls 3 3 2 8= 3 Improve governance, compliance, risk and security 4 2 3 8= 4 Expanding into new markets/geographies 5 5 5= 2= 5 Consolidating, standardizing and streamlining operations 6 7 10= 4= 9= Customer focus 7 10= 5= 10= 7 Increase profitability 8 10= 7= 13= 6 Implement enterprise strategy 9 8= 12= 2= 13= Execute mergers and acquisitions, and partnerships 10 12 7= 12 8 Implement new and improved technology 11 6 15 7 11= Talent management and development 12 8= 14 13= 9= Improve efficiency 13 13= 12= 4= 15 Attracting and retaining customers 14 13= 7= 10= 13= Improving business processes 15 15 10= 13= 11= N = 130 CEOs/CFOs are Using a Different Play Book than CIOs in 2012 Business Priorities Ranking of Business Priorities From CEO/CFO and Financial Services CIO Surveys CEO/CFO CIOs Increasing enterprise growth 1 1 Reducing enterprise costs 2 3 Implementing finance and controls 3 10 Improve governance, compliance, risk and security 4 8 Expanding into new markets/geographies 5 13 Consolidating, standardizing and streamlining operations 6 15 Customer focus 7 - Increase profitability 8 - Implement enterprise strategy 9 17 Execute mergers and acquisitions, and partnerships 10 23 Implement new and improved technology 11 20 Talent management and development 12 18/19 Improve efficiency 13 6 Attracting and retaining customers 14 2 Improving business processes 15 11 Emerging Trend Radar Screen for Financial Services more than 10 years Technology Societal Extreme Individualization P2P Insurance, Banking Business Employee-less Financial Institution (Artificial Intelligence) 5 to 10 years Payment Services Hub Application PaaS Radical Transparency Hyperdigitization Customer-level P&L E7 FI Assets Eclipse G7 2 to 5 years Customer Control (“My ‘Bank’ Card”) Application-less Financial Institution Complementary Currencies more Important than Fiat Currencies Big Data Component-based Core Applications Open Development Platforms FS-specific Social Commerce App Stores PFM Mobile less than 2 years to mainstream Context-Aware adoption Computing Value Added Services Revenue Model Cloud Financial Services Re-engineering Profitability Micro-products Incorporate Personal Financial Management in all Products and Services Next Two Years Wells Fargo: My Spending Report Experiment with Open Development Platforms to Pursue New Opportunities Next Two Years Use FI App Stores to Rapidly Deploy New Products and Services Next Two Years Your Mobile Strategy is a Ticking Time Bomb Next Two Years Your financial institution may have a mobile banking/insurance strategy and mobile payments strategy But without an enterprise mobile financial services strategy… Your firm doesn't have a strategy to drive real revenue-leveraging mobility Create Context-Aware Experiences Complex Customer Technology Environment Customer Location Next Two Years Customer Location : physical, social and virtual location and context, their identity or role at that time. Customer Technology Environment : choice, and availability (physical, battery life, etc ), operational competence, for both the technology and network Customer Need : customer objective, intent or desired outcome for their financial services need Simple Consumers Unbanked/ Underbanked Merchants SMBs Commercial Customers Sales and Marketing Account Services Security Transaction al Services Business Intelligence 13 Customer Need Complex Deliver Services at the Nexus of Mobile, Social, Cloud and Information Next Two Years The Internet of Everything is Here… = connected asset everything = URL information physical objects people = WWW & web services systems virtual entities places = Profile w/ social graph = Activity stream and check in Case Example: SFpark — Smart Parking Meters Next Two Years Source: SFpark Case Example – ICICI Bank Five Things Deloitte Can Do to Increase Financial Services Revenue in 2012 Financial institutions use IT to thrive amidst turmoil in 2012 if they: • Help CIOs close the disconnect with CEOs/CFOs • Avoid wasted IT investments • Develop an enterprise mobile financial services strategy • Create context-aware financial services experiences • Harness the opportunities (and address the challenges!) at the nexus of cloud, mobile, social and information Competitive Landscape for Deloitte’s Five Opportunities (Discussion Draft) Accenture CapGemini Deloitte E&Y IBM KPMG PwC CIO disconnect Strong business consulting capabilities Solid business consulting capabilities Strategy a strength Business-led, IT-enabled approach Not as strong reaching CIO buyers Needs to improve traction at CxO level People, change and business effectiveness are strengths Not as strong with IT Strategy a strength People, change are strengths CxO relationships Avoid wasted IT investment Strong with EA Strong business ops improvement Core banking offering Could use a stronger market understanding Solid business ops improvement Technology services are a strength Strong business ops improvement Solid business ops improvement Weak EA IT strategy a strength Strong EA capabilities Strong business ops improvement Not as strong with EA Solid business ops improvement capabilities Solid business ops improvement Not as strong with EA or technology overall Enterprise mobile strategy Strong – views mobile as one of the top strategic growth engines of company Acquired Backelite (mobile apps, etc.) Building a Mobile Direct Store Delivery solution Strong – acquired Ubermind Has mobile FS experience Lacks compelling offering Strong – has experience with mobile banking and payments Lacks compelling offering Lacks compelling offering Contextaware computing Channel experience through core banking Moderate frontoffice capabilities Potential here given strengths in mobile and nexus Weak mobile capabilities Strong technology skills and R&D will be a plus here Weak mobile capabilities Weak mobile capabilities Nexus – cloud, social, mobile, information Fairly strong with analytics; integrating its Interactive business into its business consulting group would be powerful Could use more investment in digital capabilities – but fairly pervasive use of analytics Very strong with BI services Some SaaS offerings Already pursuing nexus as market opportunity Should invest more in BI, but has acquired two firms recently in this area that should help Very strong with BI services, cloud Lacks a focused and integrated approach for digital offerings Has programs on how cloud computing enables new business models BI services could be improved Fragmented approach to digital business BI services could be improved (recent investments should help) Emerging Trends Radar for Financial Services Kristin Moyer Email: firstname.lastname@example.org Phone: +1.303.384.0131 To schedule a client inquiry, please contact: Email: email@example.com Phone: +1.203.316.1122 or 44 1784 26 7997 This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2010 Gartner, Inc. and/or its affiliates. All rights reserved.