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A quick guide to retail banking automation

Banks must raise their automation game in order to handle the mounting push to empower tech-savvy consumers. However, they require a well-thought-out strategy because any error might result in irreparable harm to the brand’s reputation and financial credibility.

Today, SmartOSC Fintech will examine the staged strategy that banks may use to embrace retail banking automation.

Identify a holistic end-to-end vision for automation

While automating every business function on which they rely, banks must determine the direction in which they are moving. To continue providing excellent customer service in the digital age, they must have a clear grasp of the service structure retail banking automation must adopt. 


Instead of focusing on granular function automation, such as automating procedures like basic reporting, KYC compliance, etc., there should be a larger corporate strategy that focuses on cost reduction, customer service improvement, and the creation of new income sources.

Scout the right resources

Many banks employ thousands of banking industry veterans on their director boards and payrolls. These retail banking automation are capable of recognizing customer expectations, but they might not be the greatest at advising the optimal digital solution path to satisfy those expectations. 

For their ambitious automation plans, banks must now assemble the finest internal or external digital enablement team. If the digital team lacks domain expertise, it should be available on demand from the top brass inside the institutions.

Create harmony between business and IT


To scale up retail banking automation activities throughout every level of the banking hierarchy, the business teams inside each particular department must provide considerable assistance. Therefore, a major effort is required to create a working relationship between the IT and business teams in order to achieve a quick transition. 

To guarantee that everyone understands the need to introduce such digital advances while respecting the need to minimize interruptions in essential business services, change advocates from both sides must be on the team that leads these efforts.

Pilot and scale

Don’t try to execute retail banking automation projects across departments in your company at the same time. Choose a core service, plan and carry out the program flawlessly, and gain the trust of others. 

Once the program has been successfully implemented in one department, the members of that department’s team may serve as advocacy advocates. In addition, individual approaches to risk management and interruptions may be more effective than grouping corporate operations.

Review and retrospect


Not every automation effort will be a complete success. But recognizing the gaps is crucial to filling the holes in the next revision. Both a functional perspective and a technological perspective where the implemented solution needs more capabilities are required for this. 

Banks should only be pleased with their efforts after successfully accomplishing the earlier outlined end-to-end retail banking automation vision. When it comes to automation and paving the way for a truly technology-driven banking experience in the future, partial successes do not justify considerable pride.

The staged retail banking automation strategy we have discussed is perfect for banks of all sizes to join the digital revolution. They must remember that this effort entails multi-level management, synchronization, and compliance obligations. So, working together with a reliable advisor is crucial to getting the most value.

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