The future banking ecosystem

11 Microsoft Services
The future banking ecosystem
Evolution and innovation in the digital era

Trust is the
new currency
when it comes to
digital technology.
Satya Nadella
CEO, Microsoft
Microsoft Australia
Developers Conference

What’s insid
s inside
3. Introduction
5. Adaptive dynamics
7. Biochemistry
9. Adaptation
10. Selection pressures
11. Symbiotic relationships
12. Three visions
16. A new ecosystem
02

Introduction
03
HELPING CUSTOMERS achieve their financial goals is in
the very DNA of banking—and trust is the basic unit of
inheritance that makes it possible.
Since their inception, financial institutions have been uniquely positioned as
the source of economic empowerment. Whether it’s maintaining a stable
currency, managing systemic risk, providing venture capital, enabling home
ownership, or administering retirement portfolios, banks have been central
to helping businesses and consumers reach their goals.
A defining moment for financial services
The confluence of technology advances, cultural shifts, and regulatory
change has brought the industry to a pivotal moment. New breeds of
customers and competitors are seeking radical alternatives to the
established order, jeopardizing profitable business lines and revenue
streams previously taken for granted.
But in the face of these challenges and threats—and in no small measure
because of the energies they have unleashed—banks and other financial
institutions have a unique opportunity to redefine their role as trusted
brokers in the new economy.
The innovation imperative
For financial services organizations, success in the coming decade depends
on how well they transform “business as usual” with technology to create
new value, becoming indispensable partners in increasingly interdependent
networks and complex value chains that cross business and industry
boundaries.
To get there, they must embrace entirely new business models that
combine agility and security in dynamic tension, with trust at the center.
And this goes for all segments of the industry—from retail to wholesale
banking, and from capital markets to wealth management.
The business imperative—in an industry of inherently and increasingly
abstract products—is to innovate, demonstrate relevance, and deliver
value on a foundation of trust.

Genetic mutations
1960s 1970s 1980s 1990s 2000s 2010s
In 1967, Barclays Bank
deploys the world’s first
automated teller machine in
north London.
FICO scores, inexpensive
and readily available
measures of consumer
default risk, arrive in 1989.
PayPal launches in 1998,
becoming the first widely
adopted service enabling
online money transfers.
2006 marks the last time
the Federal Reserve
publishes M3, a proxy
for the money supply.
Blockchain 2.0 hits the
market in 2014, enabling
new applications, such as
smart contracts.
The whole reason money has worked
is that there is trust, but the concept
of money is changing.
Carlos Menendez
President of Enterprise Relationships, MasterCard
At Sibos 2016
The past 50 years of evolution in banking
WHILE BANKING HAS ALWAYS ADAPTED to cultural, regulatory, and
technological shifts, the pace of change has accelerated dramatically
within the past half-century. When changes happen quickly, the bigger
picture is often overlooked.
Each incremental innovation in the industry has served to enable greater
flexibility and finer control. At the same time, this has decentralized core
banking functions and made them more abstract. Take, for example,
how money has evolved from a commodity basis to one established by
fiat, and how institutions have thus been able to manage it better or
profit from its flow. Similarly, we may think of what derivatives have
done for the management of risk.
The long history of innovation in the industry suggests that current
challenges can be met with equal creativity.
In 1973, the US government
ends the gold standard. By
October 1976, the monetary
system is made of pure fiat
money.
Similar to Europe’s giro,
the US ACH electronic
payment system is
established in 1974,
changing how payments
are made and received.
JPMorgan pioneers the
creation of the credit
derivative market in 1993,
enabling the separation
and transfer of credit risk.
The Indiegogo platform
launches in 2008,
becoming the first widely
adopted form of
democratized fundraising.
OnChineseNewYear2015,
China’s Tencentinspires
WeChatuserstosendone
billionvirtualredenvelopes
in oneday, amobile
paymentsmilestone.

There are hundreds of startups with
a lot of brains and money working
on various alternatives to
traditional banking.
Jamie Dimon
CEO, JPMorgan
2015 Letter to Shareholders
IN NATURE, ADAPTIVE DYNAMICS refers to the introduction of new species into what was previously a stable ecosystem. This can
lead to drastic change—new entrants have fundamentally different traits, often displacing or causing the extinction of native
species. Financial institutions find themselves in a similar environment: new competitors are challenging orthodoxies and
rewriting the established rules that have long governed the banking landscape.
This has occurred in many other industries: who could have foreseen the hospitality or transportation industries upset so
abruptly by a couple of user friendly apps and well-designed platforms, like Airbnb or Uber? Or that the venerable newspaper
industry, that once relied on classifieds for over 70 percent of their revenue, would be decimated by the likes of Craigslist and
eBay?
Events like these dramatically reshape industry landscapes, establishing an entirely new order. And, when this happens, it isn’t
always the strongest who survive, but rather those who are the quickest to adapt and most willing to rethink their existing,
profitable lines of business.
An empowered generation
Millennials have a decidedly more
entrepreneurial mindset than any
previous generation. They want to be in
control of their own finances and are
far more willing to embrace a self-
service model. They are more likely to
question prevailing wisdom, eschewing
a one-size-fits-all mentality, preferring
instead to assemble their own solutions
from diverse service providers.
Simple, intuitive experiences
In our fully mobile, app-driven world,
customers demand simplicity and are far
less complacent when confronted with
structural inefficiency. They want services
that are on-demand, integrated, and
friction-free. They expect consistent,
intuitive, and meaningful experiences.
Non-banks and challengers
Technology companies such as
Facebook, PayPal, and Apple offer
products that were once the exclusive
domain of financial services. From an
ad hoc digital wallet to real-time
payments, the blurring of industry lines
and encroachment into traditional
banking territory is the new reality.
In an era when the irony of “too-big-
to-fail” is lost on few, credit unions and
community banks are capitalizing on
consumer sentiment by focusing on
niche market segments, such as those
who align their wallets with their
values, or those who prefer a local
flavor of banking.
Rise of the fintechs
Fintech startups, born in the cloud and
far less constrained by regulatory
requirements and legacy costs,
represent a special challenge to
incumbents. They target some of the
most profitable areas in financial
services while also delivering better
customer experiences.
In extreme cases, fintech solutions offer
services completely outside of the
monetary system, such as bitcoin that,
if successful, may call into question the
very need for banks.
Adaptive dynamics

Andrew Hauser
Executive Director, Bank of England
We have to ensure we
adapt as well. If we don’t
do so effectively, we
might not be able to do
our jobs. Central banks,
just like everyone else,
can’t afford to be Uber’d.
06

Biochemistry
Contained within financial institutions are all the organic components necessary to transform
and compete in the new digital ecosystem.
The foundations for progress
Master the data.
Leveraging breakthroughs in
technology—such as the evolutionary
leaps forward in cloud platforms,
analytical capabilities, and augmented
intelligence—can create a level of
customer engagement and
operational efficiency that was
unimaginable a few years ago. Using
information in meaningful and
straightforward ways has become the
new standard in this digital era. But
first, internal and external data must
be aggregated, integrated, and made
available to the right person at the
right time via the right channel.
Focus on experiences.
Longstanding methods of customer
interaction have created general
apathy and disengagement. Younger
generations in particular are much
less likely to have patience for time-
consuming processes and sub-par
customer service experiences; these
expectations have influenced those of
other age groups. Understanding this
customer behavior and offering
tailored products and responsive
services, lays the foundation for a
more relevant and trusted
relationship. Rebuilding confidence
fuels trust—leading to adoption and,
ultimately, loyalty.
Agility. Agility. Agility.
What if a bank combined data from
multiple sources to predict when a
small business would need to expand
and proactively extended credit? Or,
what if a bank used telemetry,
biometrics, and AI-powered facial
recognition to immediately identify a
customer and offered customized
products and services? Customers are
looking for an intuitive experience—a
partner who understands their needs
and offers anticipatory assistance.

Aaron Levie, CEO, Box
Fintech Ideas Festival 2017
Digital
transformation
… is not about writing
a better application; it
is about fundamentally
rewriting your
company.
08

Adaptation
Information about transactions, at
some point in time, will become
more important than the
transactions themselves.
Walter Wriston
Former Chairman and CEO, Citicorp, 1984
PRIOR TO BIG DATA AND PREDICTIVE ANALYTICS joining the
modern banking lexicon, few individuals understood the true
value of the contextual information surrounding data. Data
points were viewed as discrete, historical objects—unmoored
from context, collected and processed in an isolated manner.
Rich in data, poor in insight
The wealth of bank information gathered over decades of
interactions and transactions was originally collected to serve
in large measure as an audit trail—a confirmation that
transactions had processed as intended. This explains the
current situation in which most banks find themselves: each
data silo has evolved to serve a specific function. Banks have
become rich in data, yet poor in insight.
Confidence requires mastery
Consumer confidence in the financial institution depends on
data mastery; customers are acutely aware that their data is
valuable and expect it be used to their benefit. And while
outright security breaches damage consumer confidence, the
daily frustrations surrounding data mismanagement have an
ongoing detrimental effect on customer experience and trust.
The promise of data properly employed
These vestigial systems can hinder progress as their original
purposes no longer match the competitive pressures that
financial services face. Unused data is a liability for banks: it
must be stored and protected. But, properly employed—
whether for the purpose of looking back, taking action now,
or anticipating future needs—it holds immense promise for
securing the future of financial services.
Adopting secure and scalable solutions allows for the
advanced analytics and augmented intelligence capabilities
once considered science fiction—simultaneously removing
inefficiency and permitting greater customization and
improved customer experience. With such capabilities, even
the beast of regulatory complexity might be tamed and
threats such as fraud, money laundering, and cybercrime
detected and suppressed.
Mastering today’s data for tomorrow’s needs

10
BANKS PERFORM AN ESSENTIAL FUNCTION, but are neither the
beginning nor the end of the value chain. After all, the
family wants the house, not the loan; the alleviation of risk,
not the insurance policy. Banks and other financial
institutions can demonstrate their value by acting as a
trusted intermediary and focusing on outcomes.
Digital solutions can also serve the needs of unserved or
underserved markets. Note the example of Vodafone’s M-
Pesa, which has made mobile transfer and microfinancing
services available in Kenya, Tanzania, and elsewhere—
empowering entirely new constituencies with convenient,
user-friendly tools and support.
It is no longer about financial muscle or being
the only game in town. In a global digital marketplace,
customers are free to choose the financial institution that
best caters to their individual needs, and the keys to
survival in this new world are facilitation and ease of use.
Simplification is taking hold in many other
industries and contexts. Purely digital experiences have
streamlined customer workflows, providing an intuitive
interface for engagement and leading to higher levels of
customer satisfaction.
The shift in customer preferences to mobile
experiences and self-service banking requires a
corresponding shift in the business model for financial
services. Banking needs to take place where, when, and in
the manner the customer wants.
Restore the confidence and the trust will return.
Actively demonstrating that outcomes and experiences are
at the heart of the bank’s value proposition will broaden the
customer base and, ultimately, improve customer loyalty.
Selection pressures
82% of executives say that
customer expectations outpace
internal adaptations.
Source: Celent
Customer experience: where only the fittest survive

11
Symbiotic
relationships
THE CUSTOMER DATA, RELATIONSHIP, AND TRUST are the most valuable assets and provide an enduring competitive advantage
in financial services. Banks can link various networks, serving as both a trusted advisor and an experienced intermediary.
Creating an ecosystem of trusted platforms also creates a win-win situation: the bank has an opportunity to be part of many
different value chains, and the customer receives services in a seamless, reliable, and secure manner.
The API economy
By embracing the shift towards open APIs, the financial
institution of the future could become the preferred provider
for a myriad of companies in other industries. A truly open
bank could enjoy increased market share and an opportunity
to capture revenue that would otherwise go to a competitor.
As-a-service opportunities
Traditional financial institutions have many decades of
experience in security, regulation, risk, and compliance—a
decided advantage over new market entrants.
An agile, secure platform
With a banking platform that can be adapted to mobile,
branch, or whatever the future may require, an agile bank
could empower other firms and capture value anywhere, at
any time.
The trust broker
As the trusted connector for the larger ecosystem in a
connected and trusted network, banks could assemble
bespoke solutions in real time by leveraging partner
resources and offerings.
In the long history of humankind,
those who learned to collaborate
and improvise most effectively
have prevailed.
Charles Darwin, The Origin of the Species
Embracing collaboration and enabling agility

Three
visionsScenarios for the future of banking
LIKE THE GROWTH OF A STURDY TREE, it takes time to cultivate
a profitable customer relationship and establish a business
model that can weather the elements. Understanding
customer motivations and needs, crafting a resilient business
model, and continuing to deliver value in a radically different
landscape are essential to success for financial institutions, no
matter which way the wind blows in the future.
And what does the future hold?
With respect to these ambitions at a time of accelerating
change in the industry, consider the potential implications of
these three interrelated visions of tomorrow.

Ubiquity
As the boundaries between industries fade, banking services are distributed across markets,
leading to a more pervasive role for financial institutions. Far more than simply partners, banks
of the future actively embed their services within commercial and institutional clients and
perform essential functions unbound by the branch’s four walls.
In this vision, banks’ primary focus will be on modularity and agility: the financial services they
offer to customers are plug-and-play, seamlessly integrating themselves into more value chains.
Combined with secure cloud solutions and advanced data analytics, banks can deliver highly
tailored and profitable outcomes to the end customer.
Vision
one

Centrality
An open banking platform both spurs innovation and fundamentally changes
the relationship between fintechs and banks. No longer just competitors or
partners, fintechs become paying customers by a combination of paid API
calls and subscription service revenue. New entities like ClearBank, an
innovative clearing bank in the UK based entirely on the cloud and offering
an open-standards connection API, are showing the way to a future of
distributed, hyper-efficient core banking services.
In this context, commoditization becomes a virtue: low-value offerings and
tasks are completed via automation, predictive analytics, and AI. Financial
institutions now focus on the high-value opportunities and maximizing the
core competencies of banking. The shift to a platform-based business model
creates a self-reinforcing ecosystem around the bank while creating new
monetization opportunities using intelligence, security, and compliance, and
acting as a trusted intermediary.
two
Vision

three
Vision
Nodality
The move towards an empowered, self-service model has reached its
logical end-point: customers now perform many of the traditional
functions of a bank (those that have yet to be automated), and in
some cases function as a bank themselves. In this scenario, the value
remains with the customer. Financial institutions provide the
necessary infrastructure and serve as trusted nodes connecting
individuals and small groups in a global network of “micro-banks.”
Powered by blockchain, these new entities lend, trade, and finance
ventures at small scale or aggregate resources in crowds to meet
larger-scale financial objectives. Financial institutions profit through
subscription-based offers and value-added services, while using the
data flowing through their systems to build relationships with their
customers, deliver improved service, and uncover new business
opportunities.

A new
ecosystem
DNA CONSISTS OF FOUR basic building blocks: adenine, thymine, cytosine, and
guanine. However, the virtually infinite number of combinations of these four building
blocks are responsible for the millions of unique, differentiated plants and animals in
nature. Similarly, combinations of the four elements of the future of financial
services—the API economy, as-a-service opportunities, open and agile platforms, and
trust brokerage—will make possible new business models and differentiated customer
outcomes.
Innovation is in the Microsoft DNA, and we understand from our own experience that
transformation, though challenging, is a necessary and healthy process. Rapidly
changing customer expectations and needs, new competitors, and increasing
regulatory pressures are the new normal. To survive and thrive in this business
ecosystem, you must be prepared for whatever the marketplace throws at you.
This is where Microsoft can help. We would like to be your experienced technology
partner, offering you both industry know-how and enterprise-grade solutions. Our
approach applies technology in novel ways—empowering business agility with tools
to enable the future of banking.
We offer a secure, flexible way to embrace the API economy and foster
innovation.
In the digital economy, APIs enable financial institutions to deliver connected
experiences to customers, enabling innovation at low cost and low risk. Microsoft
provides a complete cloud platform for quickly extending services, content, and
data to third-parties in a reliable, compliant, and highly secure way.
We understand the as-a-service business model and can help you
monetize such opportunities.
Embedding technology directly into products and services is evolving how
financial institutions deliver value, enabling new business models and disrupting
established markets. Financial institutions can capitalize on emerging trends with
reimagined offerings—and build digital wrappers around traditional functions.
We provide financial services-ready solutions to help banks create an
open, agile, and secure platform.
Remove silos and drive engagement—be more agile, collaborative, and client-
centered. Underpinned by productivity, collaboration, and unified communication
tools, Microsoft enables widely distributed and highly regulated financial institutions
to build the environment needed to function as agile, innovative organizations.
We can help financial services organizations deliver new client
value and connected experiences to win customer loyalty.
Regain customers by delivering connected, meaningful experiences
across all touchpoints. Microsoft helps banks to empower customers,
achieve focused outcomes, improve brand reputation, and increase
customer satisfaction.

No matter where you are on your digital
transformation roadmap, Microsoft can help.
What’s next?
Engage your
customers
Reimagine the client experience
for a digital world and deliver
more value through insights
and relevant offers by engaging
clients in natural, highly-
personal, and innovative ways
throughout the customer
journey—driving increased
relevance, loyalty, and
profitability.
Empower your
employees
Empower a high-quality and
committed digital workforce to
work and collaborate as a team
anywhere on any device with
modern productivity tools that
provide seamless access to your
data—helping you innovate
faster, meet compliance
requirements, and deliver
exceptional client experiences.
Optimize your
operations
Gain breakthrough insight into
risk and operational models
with advanced analytics
solutions and act on real-time
intelligence to optimize risk
management and meet
regulatory requirements.
Transform your
products
Drive agility with open and
connected systems and highly-
automated digital processes to
support new product
development and optimize
distribution channel strategies,
while meeting the security,
privacy, and transparency
expectations of customers,
regulators, and shareholders.
Contact us today for more information.

18
Jean Acosta, Business Development Director
Tim Bowman, Agent Provocateur
Andre Burrell, Sr. Industry Solutions Manager
Howard Bush, Sr. Business Program Manager
Steve Butcher, Sr. Industry Architect
Alma Cardenas, Sr. Business Program Manager
Monique Dahler, Worldwide Director FSI and AI
Victor Dossey, Industry Technical Strategy Director
Sean Foley, Sr. Industry Technical Strategy Director
Chad Hamblin, Global Industry Director
Brian Jackson, Sr. Industry Architect
Darren Jefford, Industry Architect
Rupesh Khendry, Business Development Director
Johan Klut, Digital Architect
Aman Kohli, Chief Architect
Guillermo Kopp, Business Development Director
Daragh Morrissey, Sr. Industry Technology Strategist
Erik Neraal, Digital Architect
Rupert Nicolay, Architect
Jan-Willem Ophof, Sr. Business Program Manager
Dan Palmer, Agent Provocateur
Richard Peers, Global Industry Director
Blessing Sibanyoni, Digital Architect
ylines Byl
Contributors
MANY SUBJECT MATTER EXPERTS from various groups around Microsoft contributed to the concept and articulation of the story
contained in this document. Above all, we wish to thank Karen Cone, Juliet Gritz, and Carr Phillips for their sponsorship in its
creation, as well as David Cox, Peter Hazou, and Steve Leigh for their expert guidance and creative input.
 Dave Morehouse, Sr. Worldwide Marketing Manager for Microsoft Services
 Andrew Longstaff, Sr. Audience Marketing Manager, Worldwide Industry
Karen Cone
General Manager,
Financial Services Sales,
Worldwide Industry
Juliet Gritz
Financial Services Lead,
Worldwide Industry,
Microsoft Services
Carr Phillips
Director, Financial Services,
Cloud + Enterprise
Marketing

Imagine.
Realize.
Microsoft Services empowers organizations to
accelerate the value imagined and realized
from their digital experiences.
Experience.
microsoft.com/services
© 2017 Microsoft Corporation. All rights reserved

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