CAPGEMINI
Strategic partnerships and goals Alongside agility comes the question of resilience . If industries across the board have learned anything over the past two years , it ’ s that when a crisis hits , they must be ready to manage it . And this needs to be facilitated across multiple levels . Technology again , is stepping up and providing those options .
Wilson says , “ we have enabled some of that resilience naturally through the development of technology . Within the industry , it ’ s partly being promoted by the regulators . But we ' re seeing a greater level of comfort with the kind of public cloud propositions that are enabling the banks and the financial services industry to take advantage of that .”
He continues , “ COVID-19 has been a very good example in terms of companies having the ability to move an operation or a team
from working in a centralised manner to a very distributed manner . I think it ' s really important at a leadership level that the banks , the leadership , and the executive team have that resilience very much in the forefront of the strategy and the design and the culture for their organisation .”
The next decade and beyond The next 10 years look set to usher in unimaginable changes to the financial services and banking space . From central bank digital currencies and crypto to NFTs and ewallets , as well as blockchain , technology will be a key disrupter . Then there will be the market shifts , rocked by a global pandemic , reeling from fluctuating interest rates and suffering from instability across global wide industries as supply chains struggle to recover their flow .
204 February 2022