Yu Jianping, Vice President of Bank of Beijing: Small and medium-sized banks have experienced "acceleration" in the exploration and practice of digital transformation.

165438+1October1Ms. Yu Jianping, deputy governor of Bank of Beijing, delivered a speech entitled "Accelerating the digital transformation of commercial banks and working together to create open and win-win new finance" at the "2 1 Century Asian Financial Annual Conference".

Around the digital transformation of small and medium-sized banks, combined with the development practice of small and medium-sized banks, Yu Jianping expressed the following views on the objective needs of small and medium-sized banks to cope with the new development trend, the exploration and practice of digital transformation, and the acceleration of digital transformation.

Digital transformation is the objective need for small and medium-sized banks to cope with the new development trend.

Yu Jianping said that under the impact of the epidemic, a large number of traditional industries were severely impacted, but it also gave birth to a large number of "non-contact" new industries and new formats. Adapting to the new development situation, accelerating digital transformation and better serving the high-quality development of the real economy have become the knowledge of commercial banks.

Yu Jianping pointed out that the first is the inevitable requirement of serving the digital economy and accelerating high-quality development. In recent years, the wave of digitalization has profoundly affected the whole world. In 20 19, the scale of digital economy in China reached 35.8 trillion yuan, which became an important potential for economic growth. Digital finance is an important part of digital economy. It is also necessary for the financial industry to accelerate its own transformation and serve the high-quality development of the economy.

Secondly, it is an important way to practice corporate responsibility and realize sustainable financial development. Faced with the difficulty and high cost of financing for small and medium-sized micro-customers, small and medium-sized banks promote digital transformation, alleviate information asymmetry through multi-dimensional big data, and use AI algorithm to establish models to identify risks, which can solve the problems of over-reliance on collateral and effectively broaden the coverage of financial services.

Finally, it is an active choice to reshape the differentiated competitive advantage and accelerate the transformation and development. Compared with large banks, small and medium-sized banks have shortcomings in capital investment, technical strength and talent construction. However, there is no retreat for digital transformation. Small and medium-sized banks can only shape and maintain differentiated competitiveness by facing difficulties and accelerating the construction of scientific and technological capabilities around customer needs.

The exploration and practice of small and medium-sized banks in digital transformation ran out of "acceleration"

Yu Jianping pointed out that from the beginning of 20 14 direct banking business, small and medium-sized banks have realized the development from specific business "point" to business "line" to full digitalization after more than six years of digital transformation exploration, and ran out of "acceleration" in the digital transformation.

Yu Jianping said: First, adhere to the priority of top-level design and continue to strengthen strategic guidance. Digital transformation is a comprehensive and in-depth business revolution, and it must be strategic first. Small and medium-sized banks accelerate the pace of digital transformation by formulating action plans and improving organizational structure.

Second, insist on strengthening mechanism management and building a smart banking system. Under the overall guidance of digital strategy, banks focus on key links such as risk control, marketing and operation, build a smart banking system, and systematically promote digital and intelligent transformation.

The third is to adhere to the platform construction as the cornerstone and actively build an open ecology. Banks have generally accelerated the construction of an open banking platform system, and through the effective integration of financial scenarios and external non-financial scenarios, they have continuously improved customer viscosity and continuously enriched and improved the digital transformation ecology.

Fourth, persist in increasing investment in science and technology and lay a solid foundation for digital transformation. Under the impact of the epidemic, digital transformation is no longer just a topic, but a practice that needs to be accelerated. Small and medium-sized banks have generally increased their investment in digital transformation. In addition, a number of small and medium-sized banks set up financial technology subsidiaries to play a flexible mechanism in terms of systems, talents and incentives, strengthen technology empowerment, and help the parent bank accelerate its digital transformation.

Yu Jianping also stressed that there are currently more than 4,000 small and medium-sized banks in China, with a large number but different scales, and the degree of digital development varies greatly. Generally speaking, the development is relatively backward, including: its own development ability is limited, and it is difficult to support the continuous investment in scientific research and development; The accumulated channels, customers and data resources cannot be transformed into digital advantages; In cooperation with third-party companies, it is difficult to master the core technology and customer resources, so as to truly understand customers. Some banks even hand over customer credit review and even post-loan management to third parties, which is very risky.

Digital transformation of small and medium-sized banks is a long-term systematic project.

In Jianping's view, digital transformation is a long-term systematic project, involving the construction, remodeling and even subversion of system level, data level, product level, organizational process and innovation culture.

These include: further strengthening the development of banks based on data and data-driven; Further strengthen students' thinking and create an open banking ecosystem; Further strengthen personnel training and create a corporate culture that encourages innovation; Further strengthen compliance management, adhere to equal emphasis on innovation and development and comprehensive risk management, further strengthen policy support, and create a good environment for digital transformation and development.

Yu Jianping said that after more than 20 years of development, small and medium-sized banks have always been brave in the wave of financial reform. Faced with the unstable and uncertain external environment and the grand blueprint of the "14th Five-Year Plan" and the vision for 2003-2005, small and medium-sized banks will actively integrate into the new era of digital economy, continue to break the waves and forge ahead, and provide lasting impetus for high-quality economic development.

(Article source: 2 1 Century Business Herald)

(Editor: DF398)

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