银行业与资本市场：化波动为机遇

A joint point of view with Workday and Deloitte. Table of Contents Introduction: Where Is the Opportunity in Volatility? Four Major Priorities for Transformation Conclusion: Technology for a Human Industry Introduction: Where is theopportunity in volatility? Today’s banking and capital markets organizations have entered an uncommonperiod of volatility and change, and the outlook for 2025 and beyond ischaracterized by more protective approaches to strengthening institutionalfoundations. These include creating business continuity in low-growth,lower-rate environments, and preparing to pivot as necessary under globalupheaval—with as much foresight as can be gleaned. It’s no easy task, but it’s possible. As Deloitte said in its “2025 Bankingand Capital Markets Outlook,” “Moderating consumer spending, a risingunemployment rate, and weak business investment could dampen growth.If technology adoption significantly boosts labor productivity, GDP growthmay end up being a bit more positive.” The key summaries paint the picture more completely: •Significant macroeconomic and geopolitical uncertainties will stretchbank executives’ attention, time, and decision-making skills•With net interest income likely to remain modest, non-interest incomeand new innovations could offer bright spots•Technology will likely be at the top of banks’ investment priorities1 With global uncertainty, regulatory changes, shifting consumer demands,and increased M&A activity, especially among smaller and midsizebanks—institutions can outpace their competition by optimizing operations,business agility, and the proficiency with which they navigate the unknown. Doing so will take the right combination of technology and industry intelligence. Workday and Deloitte: The payoffsof partnership. Workday and Deloitte have partnered for many years on these challenges.Workday is already trusted by hundreds of banks of all sizes around theworld, and Deloitte is recognized as the partner of choice for leading bankinginstitutions, combining unmatched technical acumen with a nuancedunderstanding of the industry’s evolving landscape, and a proven ability todeliver transformative results through collaborative, forward-thinking solutions. “Most of the top 20 U.S. banks are using Workday,” says Sandra Smith, principalat Deloitte. “And they’re becoming increasingly mature in their adoption ofcloud technologies.” Jim Gahagan, Workday senior industry director for financial services solutionmarketing, describes why this comes so naturally: “This is a very strong technology partnership because, when you think abouthow we approach banking and capital markets at Workday, it’s based on ause case framework. And Deloitte has developed a banking IndustryAccelerator that addresses top business challenges with the rightimplementation scope, design, and preconfigured solutions to maximizeour customers’ Workday investment.” For Gahagan, the value is about speed as well as outright capability: “Anythingthat gets the customer up and running faster is a big benefit to everyonebecause they can start to reap the benefits of being on Workday.” With Deloitte’s well-known depth of knowledge—many of Deloitte’s advisershaving come from the banking and capital markets industries—manyorganizations are finding that a Workday foundation is the perfect antidote tothe complexity and impermanence of today’s markets, technological change,and consumer demands. This point of view (POV) eBook blends our two companies’ insights into a clear,informed path forward using four key priorities for transformation. First step: What can you control? Broadly speaking, the challenge in banking and capital markets is clear: “A unified cloud platform creates a set of use cases thathistorically some banks have missed across HR and finance.Having a unified cloud platform opens up the aperture quitebroadly—by integrating finance and HR data, it expands the usecases of what can be done with that data, simplifies the userexperience, consolidates maintenance, creates scalability, andlowers IT overhead. 1Identify what you can control2Be ready for everything else If you consider the major pressures banks face today, there is one massivefactor within companies’ control, driving their ability to adapt and grow:their digital foundation. Yousuf SattarManaging Director,Deloitte Economicvolatility andlow-growthenvironments M&A, majorbusiness-levelrestructures Regulatorychanges andnew obligations Consumerpressures andinnovation In other words, optimizing your digital foundation is not a flourish to bedeferred until a more convenient time—the time for that has passed. It’s theprerequisite to dealing with all the most acute pressures you face now. One example, from Gahagan: “There are significant market pressures relatedto current interest rates, the resulting impacts on interest margins, the amountof loans that banks actually are underwriting right now, and the profitability ofthose loans. And sti