![]() ![]() The IBM Garage journeys captured key banking tasks such as transferring funds, paying bills or taxes, and analyzing spending. “So, most of the Garages-apart from the complex journeys-would only take seven days.” The team evaluated dependencies on Day 4, presented it on Day 5, received approval on Day 6 and finally built it on Day 7. The next day, the team designed the solution, completing the UI/UX on Day 3. “The first day, you talk about what you want to achieve,” Saxena recalls. Stakeholders participated in an IBM Garage Enterprise Design Thinking™ workshop that turned each customer path into a “journey.” Then the methodology quickly took the journey from strategy through design thinking, agile development and scaled delivery. To go beyond banking and serve a range of customers with various intersecting needs, the bank applied the agile, user-focused IBM Garage™ Methodology, working closely with IBM Garage designers, architects and analysts to collaborate on all aspects of the project. With a focus on insights and expertise from real people, the IBM and SBI team brought together a comprehensive group of stakeholders, including client partners, IBM partners, agencies and consultants. “We cannot bring in a partner who needs to learn on our project and from our understanding.” “After a lot of consideration, we wanted to partner with IBM to get the benefit of the global expertise and the technology stack-we have used the latest and the best available from the treasury of IBM,” Saxena says. To truly create a mobile financial marketplace serving millions of customers, the bank needed a proven partner with exceptional capabilities. I still get goosebumps when I think about the start.” “It was a humongous thing when we started-to try a digital transformation like this, for a legacy bank like us. “Around 76 business units were part of the discussion when we started building YONO,” Saxena says. It has 260,000 employees 22,500 worldwide branches administered by a headquarters 17 local head offices 101 zonal offices and 208 foreign offices in 36 countries. YONO would give the bank an enormous market advantage, combining services, products and features into one mobile app with a platform that could integrate data across third-party products and streamline the customer experience.īut first, the bank needed to do some work behind the screens-it needed to align several systems to support millions of screens. “We wanted a customer experience transformation, and we called it ‘YONO,’-‘You Only Need One,’ ” Saxena says. So, SBI formed a vision of something more than a digital bank-it envisioned a comprehensive online platform with four pillars: a digital bank for convenience, a financial superstore offering investments and other financial services, an online marketplace with lifestyle products from partners, and an overall digital transformation with analytics that connected these options end to end. And every day, he says, that population goes online to shop. “In India, 60% of the population is less than 35 years old,” says Amit Saxena, Global Deputy Chief Technology Officer at SBI. ![]() “Digital financial inclusion was a development priority before the COVID-19 emergency now, it is indispensable for both short-term relief and as a central element of broad-based, sustainable recovery efforts,” the World Bank reports (link resides outside ibm.com). It also knew that this growth could empower India’s future as a global financial force.īut the key to that future is digital, especially now. As many of the bank’s customers grew their wealth in recent years, the bank saw that people had new financial freedom and sought new opportunities. India has now emerged as a global player.”įor more than 200 years, State Bank of India (SBI) has been the country’s largest public sector bank, and its financial foundation. “Over the past decade, the country’s integration into the global economy has been accompanied by economic growth. “India is the world’s largest democracy,” reports (link resides outside ibm.com) the World Bank. ![]()
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