At present, the AICG boom is surging, the application of AI large models in various financial scenarios has attracted the attention of all parties, and financial institutions are also increasing their investment towards the trend of intelligence. Recently, during the release of KPMG China's leading Fintech 50 list and annual trend report, Chen Sijie, Partner of KPMG China's Fintech Financial Advisory and Audit Services, believes that the business development of financial institutions and the processing of information have gone through four stages, namely, the process of business, the institutionalization of process, the IT of the system, and the intelligence of IT. It is now obvious that the application of AI large model technology in various financial scenarios has entered the generative stage, and the requirements for data, algorithms and computing power have been greatly increased compared with the previous judgmental or decision-making large models. The digital transformation of financial institutions now requires the transformation to digital intelligence, which is the trend of intelligent development. Conversational robots and virtual digital humans have been widely introduced into various financial institutions, but how to improve the good experience of human-computer interaction and make these robots and digital humans more intelligent and warm are difficulties that banks and other financial institutions urgently need to overcome.
New technologies bring new challengesInputs and outputs should be adapted
At present, the main bottlenecks of banks and other financial institutions in the application of fintech (such as big data and AI) include: imperfect infrastructure construction, data security and privacy protection issues, compatibility and performance pressure of information and innovation facilities, and insufficient technical personnel training and capital investment.
For example, the implementation of large financial models will bring iterative scenario changes, improve production efficiency, release high-value talents, and obtain considerable ROI; The application of technologies such as reinforcement learning, federated learning, and differential privacy effectively balances product capabilities and data compliance. At the same time, emerging technologies will also bring new challenges, especially for infrastructure construction and the performance of information and innovation facilities.
From the perspective of "investment" in fintech, Liu Xiaoguang, Head of CIO Advisory Services, Bank and Asset Management, KPMG China, believes that in recent years, the investment in technology resources of banks and other financial institutions has continued to grow rapidly, which is linked to operating income and profit levels, while from the perspective of "output", the management's attention to the direct and indirect benefits brought by fintech investment continues to increase, and the positive effect of the digital reform process on business value is waiting to be tested and evaluated.
Through the depiction and quantitative evaluation of business value, it concretely shows the actual results of revenue and profit, customer acquisition, customer experience, employee experience, risk prevention, operational efficiency and other dimensions brought by technology investment, assists in decision-making on resource allocation of science and technology, and guides the better implementation of digital transformation.
Large banks have good resource endowmentsThe science and technology ecology is perfect
Liu Xiaoguang said that large banks or leading financial institutions have strong comprehensive scientific and technological strength and considerable resource advantages, and have generally entered the stage of "technology-driven" or even "technology-led", emphasizing the innovation and empowerment of technology for business, actively exploring open ecological cooperation, actively pursuing complementary advantages of scenario ecology, and starting from the consideration of their own digital capability accumulation and optimal adaptability of application, they are more inclined to self-research mode in digital construction. Third-party technology companies that cooperate externally provide in-depth professional capabilities around key service scenarios, focusing on specific needs such as the application of leading technologies, the in-depth exploration of key scenarios, and the output and co-creation of joint ecosystems.
Huang Butian, founder and chairman of Hangzhou Yunxiang Network Technology, said that the financial business scope of the bank covers the whole country and the cross-domain operation of upstream and downstream institutions of the first chain, and between the upstream and downstream institutions of the first chain, the first chain financial alliance network can be built through blockchain and privacy computing technology, so as to realize the safe circulation and sharing of financial data elements and reduce the credit risk of financial business.
Most small and medium-sized banks or financial institutions are limited by limited resources and geographical operations, and it is difficult to carry out first-chain financial business. On the other hand, small and medium-sized banks do not have strong brand recognition, and there are certain weaknesses in the recruitment and retention of scientific and technological personnel, resulting in slow acceptance of technology and relatively weak technical links, and they are still in the transition stage from "technology support" to "technology driven". Due to its differentiated positioning, resource constraints and other factors, it is currently focusing more on improving business energy efficiency, risk control and other aspects, and has a relatively high dependence on external technical capabilities, and the demand for external procurement is still at a high level, so more third-party technology companies are required to provide one-stop service content and solutions to build basic technology base capabilities.
Liu Xiaoguang said that the core crux of the current digital transformation of regional banks lies in the upgrading of the bank-wide organizational governance mechanism that matches digital construction and fintech development. It is seen that leading banks have established digital overall management functions and organizational coordination mechanisms, and built a new digital production relationship with tripartite collaboration among business, technology and data. The main measures include: establishing a multi-level organizational structure for digital transformation, supporting overall management and supporting responsibilities; The trinity of business, technology and data, the synergy and linkage of industry and technology, and the establishment of the implementation process and participation mechanism for all aspects of the project; Explore diversified, flexible and agile organizational models, and establish and adapt collaborative models based on business characteristics.