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The Digital Banking Strategist’s Wish List

Posted by Peter Wannemacher on the eBusiness & Channel Strategy Professionals Blog on December 20, 2012

Peter Wannemacher

Whether you’ve been naughty or nice this year, you probably have a wishlist for your business. We thought it would be fun and interesting to find out what some of your wishes are, so the Digital Banking Strategy team at Forrester reached out to some of our eBusiness clients at banks and asked them “What one ‘wish’ do you have for your team’s digital banking efforts or strategy in 2013?”

Here are some of the answers we got back:

  1. “We wish we could transform every branch and call center employee into an advocate for marketing and educating customers on our digital capabilities.”
  2. “I wish that our execs would understand how understaffed we are.”
  3. “I wish we had better live help for our digital banking customers.”
  4. “I wish I knew which area of mobile payments to focus on and what is going to ‘shake out’ and actually ‘stick,’ so to speak.”
  5. “We wish for a digitalized branch pilot that focuses on advice and guidance.”
  6. “We wish all of our customers – including the most skittish and skeptical – would try out our digital banking capabilities (online, mobile, and tablet)… and those who already use them would do so even more regularly.”
  7. “I wish I could spend 3 hours with our CMO – and have his full attention – to show him how much impact our online and mobile banking efforts have.”
  8. “I wish we could sort through the clutter of mobile wallet vendors and offerings to know which will actually pan out.”
  9. “I wish I could snap my fingers and have great secure site search and intelligent cross-selling on our secure site.”
  10. “a pink pony.”
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Zappos, Nestle, Social Media and How All Workers Are Knowledge Workers

Posted by Augie Ray on the Marketing Leadership Professionals Blog on April 6, 2010

I just read a brilliant and inspirational blog post on the Harvard Business Review site entitled, "Are All Employees Knowledge Workers?"  The authors, John Hagel III, John Seely Brown and Lang Davison, explore the "artificial distinction" that businesses create in their workforce between the haves (so-called "high potentials," creative talent, and knowledge workers) and the have nots (everyone else).  The writers suggest we need "to redefine all jobs, especially those performed at the front line (or, in an image, that reveals our prevalent management mindset, the 'bottom' of the institutional pyramid), in ways that facilitate problem solving, experimentation, and tinkering."

Early in the Web 1.0 era, companies asked what the Web could do for them.  It was the wrong question, because soon the Web was doing something to them--changing consumer expectations, forcing investments in technology, altering the way companies recruit, disrupting sales channels, changing company culture and breaking old models of the employee-employer dynamic.  (Remember when communicating with a boss at a certain level used to mean asking his secretary for time on his calendar rather than a real-time dialog via email or IM?  I do.)

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