Chief Information Officer and Director of Innovative Business of Bank of Zhengzhou
Jiang Tao
The "China Financial Innovation Forum" and the 2021 China Financial Innovation Achievements Online Conference hosted by The Banker Magazine were held in Beijing, the theme of this forum was "Digital Transformation of Banks: Paths and Strategies", and Jiang Tao, Chief Information Officer and Director of Innovative Business of Bank of Zhengzhou, attended the roundtable forum and delivered a speech in the roundtable forum with the theme of "Innovation Discussion on Wealth Management and Common Prosperity".
I have a few feelings about more than 20 years of experience in science and technology and the physical conversation that is gradually transforming into a business direction.
The first feeling is that business is more important than technology. Today's topic is digital transformation, and I think the full name for digital transformation should be digitally driven business transformation. It emphasizes several points, the first is that technology should be done well, and strong technology is the first driving force for business transformation; second, the protagonist is business rather than technology; third, transformation is not an end, but only a means, the purpose should also be the business, or the business model reshaping of the business. Therefore, we should aim for the digital transformation of banks in the improvement of their business and the reshaping of their business models. However, this scope is still very large, and regional banks must selectively do some of them first according to local characteristics and their own endowments, and do something and do nothing.
The second feeling is that digital transformation is not a plus project, but a mandatory question, which is a routine action of banks. Everyone should be accustomed to the digital transformation of the bank, and no longer treat it as a model, that is to say, when everyone will no longer hold special conferences on digital transformation, and within the bank, for all objects, including internal management and decision-making, external customer service, all operate according to digital thinking, and the road of digital transformation of the bank will really come to an end. It can be seen that digital transformation is still in its infancy and in its infancy.
The third feeling is the understanding of agile. At present, most people talk about digitalization and must talk about agile, and when they talk about agile, they must talk about agile development, sprinting, iteration, and rapid launch; if you look at digital transformation from a technological perspective, this is indeed the case. But as I first touched, I think the protagonist of agile is also the business. The most painful thing for standard departmental banks is cross-departmental coordination, so I'm now trying to see if I can use agile groups to improve cross-departmental coordination. In practice, I think this is feasible: agile is emerging from the perspective of scientific and technological research and development, but agile is feasible for all employees. Taking my own experience as an example, some time ago I was sick, and I felt that the medical team around me was an agile group. They come from four departments plus nurses, equivalent to five types of people, these five types of people do not report to their respective leaders, their reporting object is my attending doctor, everyone's goal is to cure me, all the other leaders have no role in this project, I think this is a good agile group. Can our bank also make some management improvements through this model in technology and business? For cross-departmental affairs, the previous solution was to set up a leadership team and an executive team, and the side effect was that the leadership was tired, because all communication was arranged and deployed by the leader. Can we now move beyond leadership to form an agile group? We made some attempts. For example, the management of the consignment customer group has formed a certain effect. At present, every time the business is sent, there are people to do services; some people do targeted data analysis and customer group analysis; some people do targeted financial marketing and credit marketing according to the analysis conclusions, everyone comes from different departments, but only responsible for customer groups, responsible for the team, and no longer responsible for any department. Although this model is contradictory to the normalization and process-oriented regulatory system, I think it is still necessary to implement it first, make some achievements, and then consider how to incorporate it into the norms.
Jiang Tao is the Chief Information Officer and Director of Innovative Business of Bank of Zhengzhou
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