{ "docId": "019dd923-5ca1-7489-b633-105a91a12da8", "docSlug": "0bb95384eb853696", "documentTitle": "Global Banking Consumer Study Reignite human connections to discover hidden value", "authorId": "Accenture", "authorName": "Accenture", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 1.778, "pageNumber": 7, "pageCount": 44, "prevPage": 6, "nextPage": 8, "slideType": "key_messages", "function": "summarize", "density": "overcrowded", "nDataPoints": 1, "notes": "The slide uses a three-column text layout to articulate the strategic shift required for banks to remain competitive.", "elementsJson": [ "headline_text", "action_title", "paragraph" ], "metadataConfidence": 0.95, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b633-105a91a12da8/7", "deckHref": "/decks/019dd923-5ca1-7489-b633-105a91a12da8", "deckJsonHref": "/decks/019dd923-5ca1-7489-b633-105a91a12da8.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b633-105a91a12da8#slide-7", "components": [ { "bbox": null, "kind": "callout", "text": "The research shows that organizations that reinvent themselves in this way outperform their industry peers in terms of 'experience' metrics by 31%.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-9f5f-711b-af99-e52f93daceef", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "framework", "text": "Total Enterprise Reinvention", "attrs": null, "subkind": null, "toolName": "Structuring frame", "toolSlug": "structuring-frame", "confidence": null, "componentId": "019dd951-9f5f-711b-af99-ef13aa50fb3a", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "metric", "text": "lead in experience metrics for reinventor banks vs peers: 31%", "attrs": null, "subkind": "primary", "toolName": "Quantification", "toolSlug": "quantification", "confidence": null, "componentId": "019dd951-9f5f-711b-af99-ead5d00de3ae", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.15, "w": 0.28, "x": 0.05, "y": 0.58 }, "kind": "paragraph", "text": "Companies that use technology—including cloud, data and AI—along with new ways of working can build greater resilience and new paths for growth. Combining the power of technology and human ingenuity will enable them to reinvent how they go to market, partner and create value to unlock a new performance frontier.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "3910e6ec-a5e2-4c73-974f-e8ab4ebcca59", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.1, "w": 0.28, "x": 0.05, "y": 0.46 }, "kind": "paragraph", "text": "Accenture's Total Enterprise Reinvention research found that a small group of companies are using technology and new ways of working to reach a new level of performance, and outperforming their peers.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "3af07473-5511-4412-ba92-fd37bde409d3", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.15, "w": 0.28, "x": 0.05, "y": 0.24 }, "kind": "paragraph", "text": "There's a new imperative being driven by a handful of organizations that are quietly and systematically changing the game. Their goal: to reinvent, over time, every part of their organization, with a deliberate strategy that is digital at its core.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "6760ca18-91b2-4033-b7d1-03f015a1131a", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.2, "w": 0.28, "x": 0.36, "y": 0.66 }, "kind": "paragraph", "text": "In an industry such as banking, where competitive innovation is never-ending and switching is easier than ever, a critical part of enterprise reinvention is re-imagining customer relationships. Incremental progress is unlikely to be enough. Instead, leading banks will move away from focusing on customer journeys to understanding customer intent; from basic personalization to having meaningful personal conversations; and from siloed to holistic propositions.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "7c5758b6-5578-4c50-a00d-40e2b986cb9f", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.45, "w": 0.28, "x": 0.36, "y": 0.24 }, "kind": "paragraph", "text": "It goes without saying that this is a radical departure from traditional strategies and ways of working. It is less about what banks should do, and more about the kind of organization they should strive to become—one that can differentiate between the traditional strengths that will continue to empower them and those that will hold them back; one that moves away from industry benchmarks, which usually reinforce traditional paradigms, preferring to think afresh about how best to meet customers' needs. And one that embraces the art of the possible as it explores new ways to drive growth and optimize operations and experiences. The research shows that organizations that reinvent themselves in this way outperform their industry peers in terms of 'experience' metrics by 31%.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "8f0e235d-8caa-4fb5-9968-3a502649f3fc", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.15, "w": 0.28, "x": 0.67, "y": 0.24 }, "kind": "paragraph", "text": "This means connecting functions and data across the organization; creating new ways of operating, and of engaging with customers; asking new questions and finding new answers that drive decision-making and the development of new products and growth opportunities.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "925ca6f7-35b7-44cb-8d58-2bc2749ca4cb", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.2, "w": 0.28, "x": 0.67, "y": 0.41 }, "kind": "paragraph", "text": "These changes will allow banks to become more than customer-centric—we call it life centricity. It entails gaining a profound understanding of customers, being ultra-relevant, playing a more meaningful role in customers' lives, and helping them achieve their life aspirations by offering products and services through their preferred channels at a convenient time and place, and in ways that simplify their daily interactions.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "c215f6a4-aa0d-4f09-8b72-0ea213b741ea", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.23, "w": 0.28, "x": 0.67, "y": 0.63 }, "kind": "paragraph", "text": "The time to act is now. Just as broadcasting networks, device manufacturers and advertisers seized on the mass adoption of television in the 1950s, banks today have an opportunity to redefine what banking means for customers in the 2020s. This transformation is already underway, accelerated by the fintechs and bigtechs and given momentum by the more innovative incumbents. Every bank today has the choice either to help shape the future of its industry, or to find some way of thriving in a world designed by its competitors.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "edcba0e0-8ef7-4dbd-afca-174f3c70f71b", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.03, "w": 0.2, "x": 0.05, "y": 0.94 }, "kind": "source-note", "text": "Global Banking Consumer Study", "attrs": null, "subkind": null, "toolName": null, "toolSlug": null, "confidence": null, "componentId": "82a34838-eb1f-4556-8954-91e326e71507", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.08, "w": 0.9, "x": 0.05, "y": 0.08 }, "kind": "title", "text": "Setting a new performance frontier for banks", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "ce21ba4f-d8b9-4821-97de-8cd8538a48ab", "frameworkName": null, "frameworkSlug": null } ], "metrics": [ { "metricRaw": "lead in experience metrics for reinventor banks vs peers", "numberRaw": "31%", "numberKind": "percent", "actionTitle": "Setting a new performance frontier for banks", "calloutText": "The research shows that organizations that reinvent themselves in this way outperform their industry peers in terms of 'experience' metrics by 31%.", "numberScale": null, "numberValue": 31, "metricFamily": "other", "numberCurrency": null } ], "tools": [ { "name": "Action Titles", "slug": "action-titles", "agent": "Architect", "layer": "slide", "matchId": "019dd95a-0c44-723b-ae0c-9741ee972866", "evidence": "Title: 'Setting a new performance frontier for banks'", "confidence": 88 }, { "name": "Authority Bias", "slug": "authority-bias", "agent": "Storyteller", "layer": "slide", "matchId": "019dd95a-0c44-723b-ae0c-9f1a43dea15c", "evidence": "Borrows Accenture research authority for the 31% claim", "confidence": 70 }, { "name": "Credibility Transfer", "slug": "credibility-transfer", "agent": "Storyteller", "layer": "slide", "matchId": "019dd95a-0c44-723b-ae0c-993ba56bbf0d", "evidence": "Cites Accenture's named 'Total Enterprise Reinvention' research (+31%)", "confidence": 78 } ], "frameworks": [ { "name": "Total Enterprise Reinvention", "slug": null, "matchId": "019dd95a-1ca5-70bb-bb9c-49e0aa1f6158", "evidence": "Named Accenture framework cited in title block + 31% claim", "confidence": 88 } ], "arcBeats": [ { "to": 7, "from": 2, "beatId": "019dd95a-0680-7418-820b-654e0c5ece69", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Situation & Context", "beatSlug": "consultants-gambit-situation-context", "evidence": "TV-adoption analogy + four forces reshaping banking", "position": 1, "confidence": 92, "parentBeatName": "Setup", "parentBeatSlug": "setup" } ], "loops": [ { "to": 7, "from": 2, "name": "Why Now", "slug": "15-why-now", "bestFor": "Sales pitches, fundraising, requesting immediate budget approval", "matchId": "019dd95a-07fd-712f-b774-a89832809ea5", "evidence": "'Powerful forces create an urgent need to act' + four forces (tech, competition, preferences, performance frontier) frame the window of opportunity.", "position": 1, "objective": "Build urgency for banking reinvention", "structure": "The Context (Trends) -> The Trigger Event -> The Window of Opportunity", "confidence": 88, "description": "Create temporal urgency by proving that the window of opportunity is opening or closing" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }