Digital transformation measures of banks

Measures are divided into institutional reform and organizational reform.

1. Vigorously promote institutional reform. With the in-depth application of financial technology, the continuous strengthening of data-driven and the rapid rise of online office, the organizational structure tends to be dense and flat, especially the functions of middle-level and central office departments will continue to converge, and the management chain will continue to shorten. In order to meet the needs of development and competition, we must speed up the organizational reform and factor reorganization of grass-roots banks. First, unswervingly use the new development concept to guide the thoughts and behaviors of grassroots bank cadres and employees, and urge everyone to attach great importance to using big data to find the laws of social capital movement and customer consumption and investment, and continuously improve organizational strength, execution and combat effectiveness.

2. Promote organizational change and optimize the labor structure. Unify the internal organizational setting model and standards of grass-roots banks, and set up a direct sales team at the headquarters of tier-one branches. The establishment of direct sales team should be based on large-scale customer acquisition projects, and its assessment indicators, work efficiency and salary distribution must be decoupled from the branch headquarters. At the same time, actively reduce the burden on grass-roots banks and hand over the middle and back office management functions of tier-one branches to tier-two branches. It is to implement classified management and strengthen infiltration assessment. According to the characteristics of regional economic and social development and the business characteristics of grass-roots banks, we will pay close attention to the control of assets, liabilities, deposits, intermediary business income, customer base and non-performing loans, establish and improve the permeability assessment index system of higher-level banks to grass-roots banks, and make quarterly reports and annual assessments. The fourth is to optimize the marketing process of outlet services, speed up the intelligent construction of outlets, realize business automation and standardization, and continue to promote the migration of counter business to online and super counters.

3. At the same time, constantly improve the comprehensive performance appraisal methods of grass-roots banks, and establish and improve a scientific, reasonable, fair and just performance management and wage distribution mechanism. Vigorously promote the construction of "online banking". Accelerate the development of hand-held banking business, pay attention to increment and stock, monthly activity and new registration in the process of business expansion, and rely on big data to analyze online and offline synchronous marketing, so that hand-held banking will become the main channel to connect customers. The second is to speed up the construction of open banks, and focus on creating featured scene projects such as "online government affairs", "online banking medical service" and "intelligent social security" for mainstream markets, mainstream customers and peer advantage projects, so as to truly embed banking products into customers' production and life scenes.