德勤-金融服务CIO的转型.pdf

Creating the future in an age of disruption Transformation of the financial services CIO“It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.” —attributed to Charles DarwinInformation technology (IT) in financial services has traditionally been viewed as an operational detail that takes a backseat to business strategy. But in today’s technology-driven world, strategy and IT are inextricably linked. In fact, more often than not IT is now the primary catalyst of competitive advantage and strategic disruption in financial services. Every company is a technology company at its core. This is especially true in financial services, creating the need for a new kind of CIO.Technology is reshaping the financial services landscape1ContentsCreating the future in an age of disruption Transformation of the financial services CIO A challenge and opportunity for CIOs2Four new roles for future CIOs—and the future is now3Rising to the challenge6Contacts7Technology is reshaping the financial services landscapeTechnology-driven innovations are raising customer expectations and transforming the competitive landscape for financial services. Although this trend poses a significant threat to existing products and business models, it also opens the door to tremendous new growth opportunities for institutions with the will to capitalize on them. Established financial institutions—while still dealing with the after-effects of the global financial crisis, including huge reputational losses—face mounting pressures to innovate in the face of disruptive challenges from new sources of financial services, such as Betterment, PayPal, and Lending Club. At the same time, customers have come to expect ever-increasing levels of reliability and personalization. Financial services companies today aren’t just competing against other financial services companies; they are competing against the expectations established by the best digital companies in every industry, including Amazon, Facebook, and Google. These innovative companies are steadily raising the bar for all businesses by conditioning the public to expect superior customer experiences that are constantly improving and expanding.The potential for technology to drive massive structural change and disruption in financial services is most clearly demonstrated by the FinTech revolution. Global FinTech investment nearly tripled in 2014 to US$12.2 billion1, with thousands of FinTech companies2now churning out a continuous stream of breakthrough innovations to improve payment processes, reduce fraud, promote financial planning, and save users money. These fast-moving companies often operate at the edge of the marketplace—where they are relatively unencumbered by regulation and the status quo—enabling them to focus on customer needs and push the entrenched financial services industry forward at an unprecedented pace. Meanwhile, regulators seem to be increasingly receptive to technology innovations that create clear value for consumers. 1“US Investments in FinTech to Lead Globally in 2015, Following Triple Increase in 2014,” , June 26, 2015 2“The Fintech Boom and Bank Innovation,” , December 14, 2015Creating the future in an age of disruption Transformation of the financial services CIO | page 1 A challenge and opportunity for CIOsIn this rapidly shifting business environment, established financial services institutions need visionary technology leadership—particularly in the emerging technology areas that may ultimately determine which companies win or lose. This is a tremendous opportunity for CIOs to increase their business value and strategic impact; however, it also presents significant challenges. Traditionally, a CIO’s primarily role has been to oversee and manage an organization’s IT systems, resources, and investments: responding to requests from the business for new systems and capabilities; overseeing internal IT development, operations, and maintenance; and perhaps most important, ensuring the organization’s systems are always up-and-running and ready to support the business. However, that traditional role, while still relevant, is not sufficient as IT service models continue their steady shift from internal to external resources. In fact, according to more than 1,200 senior IT executives who participated in Deloitte’s 2015 Global CIO Survey, two current CIO strengths that are no longer seen as differentiators for successful technology leaders are “operations and execution” and the “ability to run large-scale projects.”This shift should not be taken as a sign that CIOs are becoming less important. Quite the opposite. In today’s technology-driven financial services market, CIOs are more important than ever. But in order to meet their companies’ needs, they must play a very different role—and provide value in very different ways.Creating the future in an age of disruption Transforma。