Under the four major "digital anxiety", the digital transformation of banks should avoid "postponed disadvantages"

Vigorously developing fintech and accelerating and deepening digital transformation is the "required question" of financial institutions in the digital economy era. Wang Wei and other edited "Digital Transformation of Bank: Methods and Practice" believes that "digitalization is the only way for high -quality development of banks in the future." However, in the process of answering the proposition that I was not waiting in the new era, more than 4,000 banking industry in my country generally produced "digital anxiety".

Specifically, in recent years, the "digital anxiety" of the banking industry in my country mainly comes from four aspects: one is the development of the digital economy. my country's digital economy has ranked second in the world, and by 2025, the proportion of digital economy (including digital industrialization and industrial digitalization) will exceed half of the total economic volume. Therefore, the financial industry must accelerate digital transformation, develop digital finance, and form a new service model that matches the digital economy. The second is the change of user needs. In the era of digitalization, user behavior is undergoing profound changes, and more and more users prefer digital service methods, and have become higher and higher in user experience. Only by accelerating digital transformation can the banking industry really "everywhere" and meet the needs of users to obtain services anytime, anywhere. The third is the promotion of the regulatory authorities. In December 2021 and January 2022, the People's Bank of China and the CBRC released the "Financial Technology Development Plan (2022-2025)" and "Guiding Opinions on the Digital Transformation of the Banking Insurance Industry", which clearly requires deepening the application of fintech. Comprehensively promote the digital transformation of the banking insurance industry. Fourth, competition inside and outside the industry. In foreign countries, Citibank and others proposed a "mobile priority" strategy to accelerate the deployment of the frontier of fintech; in China, China Merchants Bank and other positions are "fintech banks", which continues to implement digital transformation and fruitful results. At the same time, large Internet companies and small and medium -sized technology companies have been involved in financial business.

Under the thick "digital anxiety", small and medium -sized banks with weak technological foundations and low digitalization levels, especially some of my country's banking industry, have opened "digital transformation" in recent years without costs and consequences. Some embrace the Internet Platform thighs, Internet deposits, loans and other business scale "Great Leap Forward" types have doubled years; some invested huge amounts of money to purchase traffic and data. Resource endowment, establishment of "tall" information technology system, seems to be complete and powerful; some deviate from the actual needs of customers, pursue the concepts of blockchain, meta -universe, etc. The grand but lack of clear and feasible implementation path, organizing culture and business models is still "stepped in place." Therefore, although some banks have consumed a lot of resources in recent years, the digital transformation work has been very effective. The gap between the advanced industry at home and abroad not only has not reduced it, but has further expanded. Perhaps this is the "post -disadvantage" in the digital transformation of banks.

In the academic community, the "post -development advantage" for a period of time is "post -development advantage". It is believed that the economically underdeveloped areas or institutions have "backward benefits". The lesson of the sender has predicting the contradictions that may encounter in the development process, and finally get faster and better development, and even catch up with the first hair. But an economist named Watson proposed the theory of "Curse to the Late Comer", and English was literally translated as "the curse of the latecomers". He pointed out that due to the late development, there are many things that can imitate developed countries, and there are two forms of imitation systems and imitation technologies. It is easier to imitate technology, and it is difficult to imitate the system, so backward countries tend to imitate technology. Moreover, the latter is easy to form "technical dependence", "mode dependencies", and "path dependence" in the learning process. As a result, although backward countries can achieve rapid development in the short term, if they are not changed from the system, they often leave many hidden dangers for long -term development, and even eventually fail.

The object of Watson's "post -development disadvantage" research is backward countries and developed countries, but it is still enlightened to the digital transformation of my country's banking industry. my country's "Fourteenth Five -Year Plan and 2035 Vision Target Outline" clearly requires: steadily developing financial technology and accelerating the digital transformation of financial institutions. In the future, whether my country's banking industry, especially small and medium -sized banks can change "post -development disadvantages" to "post -hair advantage", and how to catch up and enhance competitiveness in digital transformation, we still have to move and do it.

To this end, I think it is necessary to study and practice from four aspects. The first is to break the institutional mechanism barrier to restrict the digital transformation. For banks, the key issue of restricting digital transformation is not technology and talents, but rigid and closed organizations and systems. To accelerate digital transformation, banks must carry out organizational changes that all organizations and all employees participate, build cross -sectors, cross -level science and technology and business collaborative organizations, improve the agility capabilities of organizations and employees, and form open and inclusive digital thinking and digital culture. The second is to find a digital path suitable for its own characteristics. As the chairman of Qin Nong Bank Li Bin pointed out, the implementation of digital transformation cannot be "large and complete", let alone "one -click copying". Instead, it is necessary to fully combine himself and get out of a differentiated and distinctive transformation path. Banks must not only formulate a digital transformation strategy, but also start from their own resource endowment, focus on the development direction and business focus, and seek optimization and breakthroughs from the two dimensions of quantity and quality. The third is to accelerate the introduction and cultivation of composite talents. Talent is the first resource for digital transformation. Banks, especially large and medium -sized banks, should accelerate people with scientific and technological backgrounds to enter the board of directors, supervisors and executives, and improve digital decision -making levels. For small banks, financial management departments should support their establishment of R & D centers in central cities such as provincial capitals, adopt market -oriented salary, and gradually increase scientific and technological research and development, network finance and other talents. The fourth is to continue to strengthen the synergy and integration of online and offline channels. With customer needs as the centered and customer experience as the goal, the efficiency of product and service innovation iteration is accelerated, and new kinetic energy and new vitality of digital operations are stimulated. In particular, mobile banking should be used as a "nuclear weapon" for digital transformation and customer service, continuously develop, integrate, and upgrade the mobile banking app, concentrate on building the online scenario platform, and continuously extend and broaden the channels for winning passengers. Of course, banks to avoid the "post -development disadvantage" in digital transformation does not mean that they should not learn the advanced experience and plan of industry leaders. On the contrary, banks should study the digital transformation models and solutions of pioneers at home and abroad, learn from the spirit of critical spirit, and absorb and utilize them in conjunction with the actual targetedness of the Bank. "Bank Digital Transformation: Methods and Practice" brings together a rich case of digital transformation and service digital transformation of large, medium and small banks and technology companies. It has different reference value for various banks in "digital anxiety".

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