Identities at Risk –Online Bankers and Brands

May 7, 2015
/   Spotlight

*Disclosure: Banking.com is powered by Digital Insight Security has long been, and continues to be, a hot topic in the financial services industry. From new tech developments to hackers, security is top of mind...

Fast Facts: Student Loans

January 22, 2013
/   Insights

The Financial Services Roundtable recently released another iteration of its Fast Facts, reliable, bullet-point research about issues facing the financial services industry. Topics span TARP, Dodd-Frank, insurance, lending, retirement savings and more.  Below are some updated Fast...

Cause and Effect: If you build it, will they come?

July 23, 2014
/   Spotlight

Many financial institutions assume that digital banking is lucrative because the most valuable customers happen to bank online. While there is certainly a correlation between online bankers and higher profitability, quantitative evidence suggests that...

Intuit 2020 Report: The Future of Financial Services

April 11, 2011
/   Insights

Today, Intuit released the latest edition of the Intuit 2020 report, Intuit 2020 Report: The Future of Financial Services, which identifies and examines four key trend areas that will  transform the financial services industry...

The Top 10 Trends in the Digital Banking Industry

December 18, 2013
/   Spotlight

2014 is rapidly approaching and as the year wraps, the Digital Insight team has pulled together the top 10 trends in the digital banking industry based on data and trends from studying financial institutions....

Small Business: Perception vs. Reality

November 21, 2012
/   Insights

In the most recent election cycle, like most others before it, the one sector of the economy that got the most attention was small business.  This is the future, we were told by every...

Making Banking Fun: Gamification in Financial Services

August 5, 2013
/   Insights

Recently, the Banking.com team sat in on American Banker’s webinar, “Gamification in Financial Services: Five Proven Ways to Get an Edge,” which shared how leading brands in financial services have applied gamification to reach...

Financial Literacy Month: How are you celebrating?

March 22, 2013
/   Insights

With April approaching, it’s almost time to kick off Financial Literacy Month! Strongly supported by the United States Congress and the Financial Literacy and Education Commission, Financial Literacy Month aims to promote the importance...

Industry Perception, Optical Delusion

January 14, 2013
/   Insights

In Washington, they talk a lot about ‘optics.’ This has nothing to do with regulatory scrutiny, or government mandates on eyeglasses. It has to do with perception—how something looks, the way a particular story...

*José Resendiz originally spoke on this topic during an NCR Corporation TEDx Talk in April 2015

A blog like this may not seem like the forum to talk about undertaking an Olympic triathlon, but it actually makes perfect sense. It didn’t just make me better at my job, it taught me to approach my work in an entirely different way. Specifically, it taught me about customer empathy and experimentation as two good tools to use in innovation.

Personal Innovation:

You see, I used to be quite unhealthy, living on a steady diet of junk food matched with no real exercise regimen. It was a formula for trouble—yummy, sure, but unquestionably harmful. So one day, challenged by friends, I chose to set a really aggressive goal: I would complete an Olympic triathlon. For the uninitiated, that’s a mile-long swim in the ocean, a 25-mile bike ride and then a six-mile run.

But I had a little problem, or more accurately a lot of big problems. I knew how to swim, but I dreaded it, even in pools – and I’d never done it in the ocean. I also hadn’t been on a bike since college, and I mostly remember falling off a lot.

So I did what smart strategists are supposed to do: research. I watched a lot of online videos on swimming and bicycling, read up on triathlons and sought out advice from people I know to be experienced in these physical endeavors. In short, I did my homework.

There’s nothing wrong with any of this, of course, but it doesn’t work as a substitute for the real thing. The only way to gain first-hand experience is to get out there, whether in training for triathlons or initiating a change management project. I appreciate the wisdom that comes with exhaustive surveys or 72-slide presentations, but out there in the field it can very different. And we don’t know how different it is until we get out there. Only by experiencing first-hand user behavior can we truly understand the root needs and problems our customer have and get the inspiration needed to solve the most important pain points.

To start my Olympic-style effort, I initially took some tentative laps in the pool, which were trouble enough. But then, recognizing the need for real immersion, I went for an open-water clinic, and that was a disaster. I just didn’t know how to tread water. I was trying back flips and back strokes, but I kept floating away from where I needed to be in order to hear the instructor. I also kept doing the same thing over and over again, hoping for a different result each time.

What I really needed was to take a deep breath and stay still, and to me that was a massive risk. But it worked. . . eventually.

Innovation in Banking:

These travails seem very distant from my professional life, but I had all these thoughts in mind during a visit to a federal credit union. We were going through decks and other documents—typical strategy steps—but I knew we needed to get out in the field. I wanted to see how the credit union operates in a real-world context.

So, after an hour of introductions and topline briefings, that’s what we did. We watched closely as credit union employees met with some members in person and spoke to others at the call center. We saw credit union members walk into the branch and take a seat, waiting for their appointment.

At this particular institution, members can make an appointment via mobile or online to see a branch representative. Once they arrive, they check in and wait—and when their turn comes up, they’re led to, for example, the loan officer, who goes through their information. Unlike other branch interactions, the process was manual for the member. It was an experience that could be enhanced with automation.

So we got to work. Only eight hours after we arrived—following introductions, briefings, in-branch interviews and observation, and three hours of furious coding—we had a working prototype. In collaboration with the credit union’s own IT team, we devised a solution that built on geo-location capabilities, a set of beacons and the credit union’s mobile banking app to take the ‘manual’ out of the process. With our solution, when the member approaches the credit union, walks in and gets a coffee, the technology does all the work. It triggers the beacon, instantly alerting branch employees about the pending arrival and relaying all relevant information to the credit union professional.

By bridging the physical divide, the process is instant, automated, and easy. It builds on innovation and engages the member more effectively. That’s the best way to develop customer empathy.

It’s also the kind of advance that was enabled by immersing ourselves in field operations rather than relying exclusively on surveys and reports. We were able to identify opportunities for improvement. Innovation can come from anywhere, but it almost always gets a boost when it starts with customer empathy and some rapid experimentation.

Moving forward, the technology innovations now swirling in the ether—wearable devices, biometrics, The Internet of Things, data connectivity as a whole—will increasingly enable far more revolutionary advances. At the same time, we’re weaning a generation of consumers that expects instant gratification and micro-marketing, and cautious progress will not meet those needs. We have to get out there and take risks and the best way to mitigate risks is to experiment our way through.

I did complete my Olympic triathlon eventually, in better time than I expected, and it was immensely gratifying to overcome my fears. I had mixed feelings during the entire preparation, but it got better as I got better through my experiments in the water, and I’m really happy I took the risk. It paid off for me. It will for you too.

José Resendiz serves as vice president of product design, development, and management as well as Chief Innovation Officer for Digital Insight, an NCR company. In this role, he leads innovation strategy and is responsible for creating new product capabilities that drive growth for consumers, financial institutions and Digital Insight.

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James W. Gabberty

Gabberty is a professor of information systems at Pace University in New York City. An alumnus of the Massachusetts Institute of Technology and New York University Polytechnic Institute, he has served as an expert witness in telecommunication and information security at the federal and state levels and holds numerous certifications from SANS & ISACA.

Marisa Mann

Marisa Mann brings over 15 years of experience in consulting and financial services industries to the Solstice team, working on large scale enterprise initiatives across many technologies, including specializing in the digital space – Internet and mobile. Mann is passionate about mobile and the endless possibilities for the enterprise, delivering business value through strong brand recognition and driving to excellence in the consumer experience. Prior to Solstice, Mann worked at JP Morgan Chase, Diamond Management and Technology Consultants, Washington Mutual, Inc, and Accenture.

Zachary Ehrlich

25-year-old writer, and as a native San Franciscan, I am unreasonably loyal to Bank of America, if only for their superhero-like origin story, involving the 1906 earthquake and Italian fruit vendors.

Brad Strothkamp

http://www.forrester.com/rb/analyst/brad_strothkamp