KomerčníBanka与Temenos共同荣获Celent模范银行核心银行创新奖

Winner of the 2026 Celent Model Bank AwardforCore Banking InnovationThis is an authorized reprint of aCelent report granted to Temenos. It was not sponsoredor altered by Temenos. Daniel MayoJune 11, 2026 For more information aboutCelent, visit www.celent.com Case Study at a Glance Komerční Banka(KB),a leading Czech bankwhich is part ofSociété Générale,modernizedfrom alegacy mainframe systemby deploying Temenos Coreto createa new,fully digitalizedplatform.The bank successfully migratedover 1.3millioncustomers, and enabled by this new platform, KBdeveloped amarket-leadingmulti-currency accountthathas become a core part of its retail customer proposition. Thisdigitalization hasallowedthe bank tobecome customer-centric, drivingstrongerclient acquisition,significantly higher digital sales, and improved netpromoterscores. Celent Perspective While many banks have started down the path of digital transformation,onlyaveryfewestablishedlargebankshavefullycompletedthe transitionfromtheold world oflegacysystemsandmanual-drivenprocesstobecomingtrulycustomer-centric,data-led,agile digital banks. KBnot onlyachieved this in a relatively short period,but it alsodeliveredmarket-leadingproductinnovation, including a true multi-currency account.To achievethisnew era of banking, KBtransformedon several levels at once: technology, clientexperience, product architecture, security, sales, culture, and growth.This allowed itto move from legacy systems into a modern digital ecosystem, migratingmore than1.3million clients, improvingdigital sales, strengthened security,and creatingascalable platform for future growth. Delivering innovation while modernizing A standout element of KB+was its broader next-generation clientproposition, combining a modern mobile and online banking experience,simpler payment and card management, enhanced security controls,digital product sales and continuous innovation. This included KB’s truemulti-currency account, virtual and tokenized cards, advanced cardmanagement and international payment capabilities, creating a distinctivemarket differentiator for both retail and business clients. Agility andlarge-scale transformation KB has shifted its core operating model to Agile,streamlining its way ofworking from project-driven delivery to value-driven product management.The bank renewed both its core and its wider banking platform, whilesuccessfully migratingover 1.3million customers with a high degree offullydigital migration. Transitioningfrom a traditionalto a digital bank KB shifted to a fully online 24/7/365 digital-first bank, enablingcustomerself-service andasignificant reduction in its branchnetworkandsupportingback-officeoperations footprint, increasing its competitivenessand operational efficiency. Detailed Description Introduction Komerční Banka(KB) is a leading Czechuniversalbank, providing a wide range ofservicesacrossretail,SME,corporate,and investment banking,primarily targetingthe Czech market,complemented by a range of specialized financial servicesproduced byitssubsidiaries orfrom its parent company’s,Société Générale (SG),wider group companies.Based on domestic assets, it is one of the top three banksinthe country; on the retail side it has around 1.8 million customers,servicinga sizeableproportion oftheCzechbankingpopulation(around9.2million). The bank itselfdates to1990, created following the separation of commercialactivitiesfromthe former State Bank of Czechoslovakia,withthe bankpartiallyprivatizedin1992. TheCzech government’sremainingstake (60%) waspurchased bySGin2001, with KB part of SG Group since then.While the bank wasinitially strongeronthecorporate/municipalbankingside following its creation, ithassignificantlydevelopedindividual, wealth, andsmall businessactivitiesto becomea majoruniversal banking provideracross the banking spectrum. Opportunity KB’s first 30 years saw it establish a leading position across the Czech bankingmarket, however, the bank had developed and largely operated as a traditionalbank. While it had developed online and mobile banking capabilities for itscustomers (with mobile banking customer penetration up notably over 2015-2020), itwas still heavily driven through a branch-based culture, with an inefficient structure-working in operational siloes, often with complex, heterogenous, manually heavyprocesses, and a bureaucratic banking management culture. The bank had room to further strengthen its level of digitalization and expand the useof digital channels in day-to-day client servicing. Client satisfaction had traditionallybeen strongly supported by the quality of relationship managers’ work, while digitalservices and pricing perception represented areas with further improvementpotential. With the exception of consumer lending, where the bank had alreadyachieved partial success, sales of most other banking products still took placepredominantly through physical channels or were only partly digital. Compounding this, the bank supported i