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与金融科技创企合作,富国银行如何选择时机?

传统金融的互联网化国际资讯

与金融科技创企合作,富国银行如何选择时机?

Benzinga 金融科技峰会11月14日在旧金山召开,中间人业务、支付和加密货币领域高层领导悉数参会。在峰会召开之前,Benzinga对此次活动中发言的金融科技思想领袖进行了采访。

以下是对富国银行先进技术和合作伙伴高级副总裁Nancy Selph的采访实录。

您在富国银行的职务是什么? 您的团队是如何融入富国银行的创新行动中的?

我的职务是高级技术与合作伙伴团队的技术业务开发负责人,团队隶属于富国银行创新集团。 团队负责帮助富国银行从技术生态系统中发现、验证和采纳能力和力量,满足企业需求,富国银行也同时为该生态系统提供银行服务。

总的来说,创新集团是一剂催化剂,帮助公司快速转变业务模式、流程和规划,满足客户不断变化的需求。

当前团队需要解决哪些客户问题?

我们的目标是让客户更有控制感,增强简单性和透明度。我们利用创新和技术的力量,通过银行人员和数字功能,与客户建立更牢固的关系。我们希望能够简化人们随时随地连接银行、办理银行业务的过程。

富国银行如何看待客户参与和反馈? 如何整合这些反馈,让服务保持时刻领先于客户需求?

客户是富国银行一切行动的核心,他们的声音是我们走向未来的驱动力。我们使用各种客户反馈和调查工具持续监看客户反馈。此外,我们还开展了消费者调查,深入了解消费者不断变化的需求。对当前经验的反馈和客户洞察能够帮助我们推动数字体验升级和优化。

金融科技创业公司如何与富国银行合作? 要与富国银行建立潜在的合作伙伴关系需要了解什么?

根据公司的规模和成熟度,有几种不同的方式。

早期公司可以申请富国银行创业公司加速器项目(Wells Fargo Startup Accelerator),这是一个虚拟的、非排他、为期6个月的项目,我们给予创业公司指导并帮助他们完善金融服务和其他应用程序方面的潜在突破性技术,帮助创业公司了解如何为财富500强企业提供产品或服务。体量如此大的公司会有独特的采购需求、规模和要求,富国银行会围绕有关流程提供培训和指导。

更成熟、企业就绪的公司可以提出请求,与我或我的同事进行介绍性会议,我们会对其解决方案进行初步评估。

我们希望合作公司能够提出从竞争对手中脱颖而出的解决方案,我们也会从银行角度评估对给定解决方案的需求程度。此外,我们还在寻找能够满足严格的安全要求和其他要求,同时具有适当可伸缩性的解决方案。

五年前您认为金融科技领域会发生什么?你的预测是如何应验的?

五年前,银行和金融科技领域之间的合作并不像现在这么多,但我觉得两者之间一定会有更多的交叉点,而且创新一定会成为传统银行高优先级的任务。似乎每个人都在谈论大数据、人工智能和区块链,但现在这些领域技术采用水平不断发展,我们已经开始看到能推动真正变革的举措,已经到了这样一个节点。

来到富国银行之前,我帮助德意志银行建立了创新实践。与过去在大型金融机构中创立创新项目相比,特别不一样的一点体会是,采用金融科技技术是"必须"而不仅仅是"有了很好"。我们在财务和组织方面都得到了行政支持。整个行业干劲十足,银行也分享想法和解决方案,改变业务模式并采用新技术,以保持竞争力和持续发展。

The Benzinga Fintech Summit is a gathering of the top leaders in brokerage, payments and cryptocurrencies in San Francisco Nov. 14. Ahead of the Summit, Benzinga is profiling fintech thought leaders who are speaking at the event.

For this installment, Benzinga interviewed Nancy Selph, senior vice president of advanced technology and partnerships at Wells Fargo

What is your role at Wells Fargo? How does your group fit within the bank's innovation drive?

My role is Technology Business Development Lead within the Advanced Technology & Partnerships team, which sits inside Wells Fargo’s Innovation Group. My team is responsible for helping Wells Fargo discover, validate, and adopt capabilities from the technology ecosystem to address enterprise needs, as well as for Wells Fargo to provide banking services to this ecosystem.

The Innovation Group overall serves as a catalyst for the company to quickly transform business models, processes, and programs to meet evolving customer needs.

What customer problems are front of mind for you to solve?

Our goal is to provide customers with better control, simplicity, and transparency. We are using the power of innovation and technology to build stronger relationships with customers through our bankers and digital capabilities. We want to simplify the way people are able to connect and conduct banking from wherever they are.

How does Wells Fargo view customer engagement and feedback? How does it incorporate that feedback, and how does it stay ahead of what customers want?

Customers are at the center of everything we do, and their voice is what is driving us toward the future. We monitor customer feedback on an ongoing basis using a variety of customer feedback and survey tools. In addition, we conduct consumer research to gain insight into their changing needs. Feedback on our current experience along with customer insights help inform the evolution and optimization of our digital experiences.

How can a fintech startup partner with Wells Fargo? What do they need to know coming into a potential partnership?

There are a couple of different ways, depending on the size and maturity of the company.

Early-stage companies can apply to the Wells Fargo Startup Accelerator, which is a virtual, non-exclusive six-month program where we mentor startups and help them refine their potential breakthrough technologies for financial services and other applications. We help startups understand how to approach and sell their products or services to Fortune 500 companies. The demand, scale, and requirements by companies of this size are unique, and Wells Fargo provides education and guidance around the process.

More mature, enterprise-ready companies can engage with us by requesting an introductory meeting with myself or one of my colleagues where we will do an initial evaluation of their solution.

We look for companies with solutions that differentiate themselves from competitors, as well as evaluate how much of a demand there may be for a given solution inside the bank. Additionally, we look for solutions that have the ability to scale appropriately while still meeting strict requirements around security, among other things.

What did you think would happen in fintech five years ago? How did your predictions play out?

Five years ago, there wasn’t nearly as much collaboration between banks and fintechs as there is today, but it seemed natural to me that there would have to be more of an intersection between the two, and that innovation would become a high priority for traditional banks. It seemed like everyone was talking about things like big data, AI, and the blockchain, but now we’re to a point where adoption levels in those spaces have evolved and we’re starting to see initiatives that are driving real change.

Before coming to Wells Fargo, I helped Deutsche Bank set up its innovation practice. What felt very different to me from past attempts at setting up innovation programs within large financial institutions was that it was a “must have” and not just a “nice to have.” We had executive support both financially and organizationally. There is an energy and forward momentum that is building on itself across the industry, where banks are sharing ideas and solutions to change their business models and adopt new technologies in order to stay competitive and grow.

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