a remote one. The largest players develop in-house-delivery, but even they may have
a need for outsourcing in certain regions. Over the past five years, even specialized
courier companies have appeared.
The situation on the financial delivery market opens up opportunities for the
launch of an exchange that could serve, on the one hand, banks, and on the other hand
sellers of channels: retail, mail, courier companies, couriers.
The benefits of creating a bank-2-bank-exchange of financial products for a
financial ecosystem are obvious. With the advent of bank-2-bank-exchanges, financial
institutions will be able to regularly update and customize product offers, connect new
sales channels without additional capital investments and the integration of new
technologies.
In general, banking will become more diverse and more "sharpened" for the needs
of the client. The best products will quickly enter the market, and the level of service
and user satisfaction will increase. Large banks will be able to use their sales channels
and IT resources more effectively, and small banks will have the opportunity of narrow
specialization, will become more effective.
As in other industries with which financial institutions interact, banks specialize
their main tasks, computerized key functions and, finally, centralized internal
operations. Unlike regulation, which is issued cyclically and not always constructively,
or from product innovation, which can lead to unpredictable consequences, changes in
the banking operating models have yielded results that can be considered quite positive.
Let’s consider the operational model in three dimensions: the organization of
operations, the approach to business and the management model.
Organization of operations. Starting with this first, simplest of the three
dimensions, the adopted operational standards and common practices appear, rarely
cause contradictions. Despite the fact that I met heads who tried to appeal the
advantages of moving to centralized operations, real experience clearly shows that
there is no alternative.
The path to centralization consists of three separate evolutionary stages - an
autonomous branch model, a branch back-office model and a model of centralized
operations.
The model of an autonomous branch. Historically, banks started with a fully
decentralized model, in which each branch worked almost like a small, fully
independent bank with its customer service staff, its accounting, its own main book.
Customers were tied to a particular branch and did not have access to their accounts in
other branches of the same bank. The staff of the departments performed
simultaneously the functions of customer service and what we today call the tasks of
the back office. The work was mainly organized by client files, and the head office
accounting was the only back-office. Clients may have thought that they received
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