Acknowledgements |
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xv | |
About the Author |
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xvi | |
Introduction |
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xvii | |
Chapter 1 Prologue: Why Banking? |
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1 | (20) |
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1 | (1) |
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2 | (2) |
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4 | (3) |
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What Do We Mean by 'Money' Today? |
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7 | (1) |
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A Cashless Society Increasingly Emerges |
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8 | (2) |
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10 | (4) |
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14 | (3) |
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17 | (1) |
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18 | (3) |
Chapter 2 Imperatives in Banking |
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21 | (18) |
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21 | (1) |
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21 | (2) |
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23 | (1) |
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23 | (1) |
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24 | (1) |
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Current Imperatives in Banking |
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24 | (6) |
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Comparable Imperatives in the Retail Industry |
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26 | (1) |
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Comparable Imperatives in the Telecom Industry |
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27 | (2) |
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Comparable Imperatives in the Healthcare Industry |
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29 | (1) |
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Future Imperatives in Banking |
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30 | (6) |
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Greater Customer Centricity |
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30 | (1) |
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31 | (2) |
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Completely Accepting Technological Change |
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33 | (1) |
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33 | (2) |
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Reinventing Risk Management |
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35 | (1) |
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36 | (1) |
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37 | (2) |
Chapter 3 Data and Analytics Primer |
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39 | (16) |
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39 | (1) |
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39 | (3) |
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Data Management and Analytics |
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42 | (9) |
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42 | (1) |
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The Hierarchy of Analytics |
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43 | (2) |
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'Next-Generation' Cognitive Analytics |
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45 | (1) |
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Extracting Value from Data |
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46 | (4) |
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The Importance of Location Analytics |
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50 | (1) |
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51 | (1) |
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52 | (3) |
Chapter 4 Key Elements of Banking Analytics |
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55 | (38) |
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55 | (1) |
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56 | (1) |
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Office of Finance Management |
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56 | (5) |
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Performance Management and Integrated Decision Making |
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58 | (1) |
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The Key Elements of Banking Performance Management |
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59 | (2) |
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61 | (12) |
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61 | (4) |
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65 | (1) |
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Branch-Specific Campaigns |
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66 | (1) |
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Impact of Social Media Campaigns |
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67 | (2) |
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69 | (2) |
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71 | (2) |
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73 | (4) |
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74 | (1) |
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75 | (1) |
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76 | (1) |
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76 | (1) |
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77 | (10) |
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78 | (1) |
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Branch Performance Management |
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78 | (2) |
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80 | (2) |
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82 | (1) |
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83 | (1) |
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Sales, Compensation and Commission Management |
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83 | (1) |
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Financial Markets Risk and Trade Monitoring |
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84 | (1) |
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Analytics in Portfolio Management |
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85 | (1) |
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86 | (1) |
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87 | (2) |
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89 | (4) |
Chapter 5 Machine Learning, AI and 'Apps' |
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93 | (22) |
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93 | (1) |
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93 | (2) |
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Theory and Practice of Machine Learning |
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95 | (1) |
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96 | (11) |
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101 | (1) |
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Voice Recognition and Voice Assistants |
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102 | (2) |
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Visual and Facial Recognition |
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104 | (2) |
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106 | (1) |
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107 | (1) |
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Wealth Management Systems and Apps |
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107 | (2) |
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The Biometric Moral Argument |
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109 | (2) |
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111 | (1) |
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112 | (3) |
Chapter 6 AI and the Importance of Brand in Banking |
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115 | (18) |
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115 | (1) |
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116 | (1) |
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Brand Value and Equity in Banking |
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117 | (6) |
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Millennial and Gen Y Brand Expectations from Bank Brands |
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119 | (1) |
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Branding Expectations of Generation Z |
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120 | (1) |
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Branding Expectations of Generation X |
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121 | (2) |
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Branding and Customer Experience Interlocked |
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123 | (5) |
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Branding and Human-Centred Design |
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124 | (1) |
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125 | (3) |
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Banks Will Use AI to Become Lifestyle Managers |
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128 | (2) |
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Consumption and Credit Smoothing |
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128 | (2) |
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130 | (1) |
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130 | (3) |
Chapter 7 AI Leadership and Employee Transformation |
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133 | (22) |
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133 | (1) |
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133 | (3) |
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Leadership in an AI-Infused Age |
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136 | (11) |
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137 | (1) |
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Analytically Infused Leadership |
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138 | (2) |
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A New Approach to Leadership: 'Trust but Verify' |
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140 | (1) |
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Attributes of AI-Infused Leaders |
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141 | (2) |
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Leadership Training for the Future |
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143 | (2) |
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'Digital Future of Banking Requires a New Leadership Model' |
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145 | (1) |
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Zen and Leadership in Banking |
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146 | (1) |
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Functional Change and Role Transformation |
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147 | (4) |
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The Evolution of the Banking Employee |
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149 | (1) |
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A Banking Employee Persona in 2050 |
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149 | (2) |
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151 | (1) |
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152 | (3) |
Chapter 8 The Bank of the Future |
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155 | (28) |
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155 | (1) |
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156 | (1) |
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156 | (7) |
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The Emergence of the Cafe Bank |
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159 | (1) |
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Millennials Not Happy with Dealing Only with Robots |
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160 | (1) |
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Virtual Reality: Banking and Gaming Converge |
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161 | (2) |
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Universal Banking and Beyond |
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163 | (1) |
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Universal Banking in the United States |
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164 | (1) |
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Banks as the Catalyst for Change: 'Peer to Peer' |
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164 | (2) |
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Payment Processes Become More Customer Centric |
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166 | (1) |
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Five Scenarios for the 'Bank of the Future' |
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167 | (8) |
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168 | (1) |
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169 | (1) |
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170 | (3) |
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173 | (1) |
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174 | (1) |
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Transformation of the Investment Bank |
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175 | (3) |
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178 | (1) |
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179 | (4) |
Chapter 9 Open Banking and Blockchain |
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183 | (20) |
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183 | (1) |
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184 | (4) |
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Setting the Stage: Open Banking |
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184 | (2) |
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Interlock between AI and Open Banking |
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186 | (1) |
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Blockchain: Setting the Stage |
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186 | (2) |
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Interlock between Blockchain and AI |
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188 | (1) |
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188 | (11) |
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189 | (1) |
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190 | (1) |
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Investment Banks and Blockchain |
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191 | (2) |
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Blockchain in Indian Banking |
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193 | (3) |
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Blockchain and Open Banking in Africa |
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196 | (3) |
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199 | (2) |
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201 | (2) |
Chapter 10 Innovation and Implementation |
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203 | (18) |
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203 | (1) |
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203 | (4) |
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New Roles and Responsibilities |
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204 | (1) |
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Bootcamps, Hackathons, Innovation Labs, and Other Devices |
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205 | (2) |
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207 | (5) |
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Innovation or Adaptation? |
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208 | (2) |
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The Use of 'Design Thinking' |
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210 | (1) |
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Finding Capital to Innovate: One Example |
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211 | (1) |
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212 | (4) |
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216 | (2) |
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218 | (1) |
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218 | (3) |
Chapter 11 Cybercrime and IT Resilience |
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221 | (22) |
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221 | (1) |
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222 | (6) |
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Cybercrime in the Context of Operational Risk |
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224 | (1) |
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The Internationalisation of Cybercrime |
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225 | (1) |
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226 | (1) |
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Cyber Risk Management Apps |
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227 | (1) |
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Broader Cyber Issues for Banking |
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227 | (1) |
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Safeguarding the Bank of the Future: New Cyber Security Threats |
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228 | (6) |
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Responding to Cyber Attack |
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230 | (1) |
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231 | (2) |
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New Cyber Roles, New Cyber Responsibilities |
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233 | (1) |
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AI Fraud Detection in Banking |
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234 | (4) |
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Advanced Analytics in Fraud Detection |
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235 | (1) |
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236 | (1) |
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236 | (2) |
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238 | (1) |
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239 | (1) |
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239 | (4) |
Chapter 12 Epilogue |
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243 | (4) |
Appendix: Fintech in Banking |
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247 | (24) |
Index |
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271 | |