Search

Submitted by Anna Barbara Alves Beraldine (annabarbara@unisinos.br) on 2022-04-12T18:07:37Z No. of bitstreams: 1 Priscila Pagliarini Sartori_.pdf: 9089944 bytes, checksum: 29fdd0c6fcd79251b1da1da388b87e0a (MD5) Made available in DSpace on 2022-04-12T18:07:37Z (GMT). No. of bitstreams: 1 Priscila Pagliarini Sartori_.pdf: 9089944 bytes, checksum: 29fdd0c6fcd79251b1da1da388b87e0a (MD5) Previous issue date: 2022-03-08 BB - Banco do Brasil Os temas abordados nesta tese foram o equilíbrio dinâmico entre exploration e exploitation (ExE), ambidestria organizacional e inovação. A relevância do estudo está na redução da lacuna de conhecimento, que ainda busca compreender como o balanço entre (ExE), enquanto diferentes dimensões da atividade organizacional que resultam em diferentes tipos de inovação, é alterado ao longo do tempo e quais fatores que alteram esse equilíbrio, refletindo um parodoxo essencial da vida organizacional, além de um desafio estratégico e gerencial nas empresas. Foi desenvolvido um estudo de caso único, qualitativo e de abordagem processual, com resultados gerados de forma indutiva em uma análise longitudinal. A escolha do caso baseou-se em critérios intencionais, levando à escolha de uma empresa de serviços financeiros brasileira inovadora. O processo de transformação digital analisado compreendeu as mudanças trazidas pelo modelo de atuação open banking, levando à integração de novos modelos de negócios na empresa. Apresenta-se como resultante um modelo explicativo do processo, descrevendo suas fases, caracterizadas por categorias e dimensões, que deram origem a um sistema de mecanismos de adaptação e soluções organizacionais capazes de explicar o equilíbrio dinâmico entre ExE ao longo do tempo e o alcance da capacidade ambidestra. Ao integrar a teoria estabelecida à teoria emergente, foram construídas cinco proposições que, agregadas ao sistema de mecanismos de adaptação e soluções organizacionais e ao processo, geraram o modelo teórico emergente. Emergiram ainda as contribuições gerenciais, associando o direcionamento estratégico, capacidade de inovação e o modelo de governança como caminhos para aplicação prática do modelo emergente. The topics covered in this thesis are the dynamic balance between exploration and exploitation (ExE), organizational ambidexterity and innovation. The relevance of the study lies in the reduction of the knowledge gap, which still seeks to understand how the balance between ExE – as aspects of organizational activity which result in several types of innovation – changes over time and what factors alter such balance, reflecting an essential paradox of organizational life, as well as a strategic and managerial challenge. A single qualitative, procedural approach case study was developed, and results were generated inductively in a longitudinal analysis. The case study were chosen based on intentional criteria, leading to the choice of a innovative Brazilian financial services company. The digital transformation process analyzed included the changes brought about by the open banking model, leading to the integration of new business models in the company. An explanatory model of the process is presented as a result, describing its phases, characterized by categories and dimensions. They also originated a system of adaptation mechanisms and organizational solutions capable of explaining the dynamic balance between exploration and exploitation over time, enabling the company to implement the ambidexterity. By integrating the established theory to the emerging theory, five propositions were built. These propositions, added to the system of adaptation mechanisms and organizational solutions and to the process, generated the emerging theoretical model. Thus, managerial contributions also emerged, associating strategic direction, capacity for innovation and governance model as paths for the practical application of the emerging model.

Artificial intelligence is a powerful technology of humankind and the primary driver of revolutionizing the banking industry. "How AI will shape the future of banking customer engagement" describesthe fundamental research question. The rise of customer expectations in the modern digital world makes it imperative for banks to rethink how they engage with their customers. This paper addresses how incumbents can take advantage of AI capabilities towards a rethought customer engagement by reimagining their role in the new banking ecosystem. It explores relevant literature, and primary research relies on guided industry expert interviews and consumer insights through a survey.

This dissertation deals with the impact of FinTech and the digital transformation in banking and other financial services. In our digital era and with significant demographic changes in the population, people are looking for convenience, efficiency, and speed in their financial transactions. They want to trade through platforms and mobile applications, and these activities include managing their economic life, monitoring their total expenses, applying for a loan, or optimizing their investment strategies. The FinTech industry is an emerging service industry that provides technological solutions, electronic services, and digital products. The FinTech industry is booming after the global financial crisis because the people lost their trust in the banking system. In the FinTech environment, apart from the companies, there are also the Neobanks and Challenger banks, breaking the monopoly of the traditional banks. For this reason, banking institutions are beginning to partner or acquire FinTech companies to integrate new technologies and platforms into their services. BigTech is also moving forward with new services and products in the financial sector. All of them will have to comply with regulations and rules such as GDPR, PSD2, and Open Banking. The GDPR fundamentally shapes how FinTech companies and everyone else should manage data and approach data privacy. Every FinTech business and bank - whether based in Europe or not - must be aware of and comply with the GDPR as if the new rules are violated, companies will face the imminent threat of potentially significant fines of up to € 20 million or 4% of total global annual turnover. Finally, it is worth mentioning that the global health crisis, the coronavirus pandemic gave growth to FinTech. Even traditional banks rushed in to offer FinTech services as the bank’s branches were closed. Technology plays a key role in our lives.

Goal: To provide an overview of the implementation of Open Banking in Brazil from the perspectives of financial sector professionals and specialists. Design / Methodology / Approach: A systematic literature review was conducted on three databases: Scopus, Web of Science, and BDTD. This led to the selection of 15 articles discussing the implementation of Open Banking in Brazil based on key variables from international literature. Questionnaires were used to investigate divergences and additions to the theoretical findings among a group of 150 specialists. The results obtained in the questionnaire were analyzed through the application of multivariate statistical techniques, in addition to qualitative techniques. Practical Implications: The main benefits and difficulties faced by countries that have already experienced Open Banking implementation were identified. The perception of respondents from different groups was investigated regarding the implementation of this system in Brazil and potential business models stemming from this phenomenon. Thus, this study offers an overview of Open Banking implementation in Brazil from the perspectives of financial sector specialists. Originality / Value: The overview of Open Banking implementation in the Brazilian banking sector is highly connected to investments in technology. This process has been disruptive, requiring banks to adopt a client-centric strategy instead of one based on products and services. As for the regulatory aspects, despite the country possessing a favorable environment for the development of new products and services stemming from Open Banking, banks are facing challenges to fulfill the implementation schedule established by the Brazilian Central Bank.

O setor financeiro tem sido impactado de forma relevante pelo avanço das tecnologias de informação e pela atuação de novos entrantes que oferecem soluções customizadas de modo ágil e, em alguns casos, sem custos. Como consequência, a indústria bancária brasileira tem visto a formação de novos modelos de negócio, como o surgimento do open banking e a participação de novos players que ofertam soluções financeiras a clientes que agora passam a deter o controle sobre os seus dados e, ao mesmo tempo, a experimentar maior independência em relação às instituições financeiras com as quais mantiveram tradicional relacionamento. Sob tal perspectiva, verifica-se a ampliação da oferta de produtos e de serviços bancários com potencial de contribuição para a redução de entraves burocráticos e de custos operacionais e, ainda, de fomentar a competitividade em diversos segmentos. Nesse contexto, este trabalho teve por objetivo coletar os principais dificultadores atuais do setor financeiro sob a ótica das MPEs exportadoras do estado de São Paulo, por meio de pesquisa qualitativa exploratória baseada em entrevistas semiestruturadas e questionário. Espera-se, ao final, que este estudo possa contribuir para a geração de benefícios aos exportadores a partir das ineficiências verificadas na indústria bancária em atual processo de transformação. The financial sector has been significantly impacted by the advancement of information technology and the performance of new entrants who offer customized solutions quickly and even, in some cases, free of charge. As a result, the Brazilian banking industry has seen the formation of new business models such as the open banking and the participation of new players with the offer of financial solutions to customers who now have control over their data and, at the same time, experiencing greater independence from the financial institutions with which they have traditionally maintained relationships. This perspective enhances the offer of banking products and services aimed at micro and small exporters, which can contribute to the reduction of bureaucratic barriers and operating costs, as well as to increase the segment's competitiveness. In this context, this paper aims to collect the main hindrances of the financial sector from the perspective of exporting MSEs in the state of São Paulo, through exploratory qualitative research based on semi-structured interviews and survey. As a result, it is expected that the target audience of this study will benefit from solutions hitherto little explored by the traditional banking industry currently experiencing a transformation process.

Статья посвящена перспективам и драйверам цифровизации платёжных услуг на примере открытого банкинга (open banking) в России. В статье рассмотрены ключевые драйверы и тенденции цифровизации сектора. Проанализированы стратегии и финансовые показатели отдельных банков. Рассмотрены ключевые аспекты цифровой трансформации. Открытый банкинг это термин финансовых услуг как часть финансовой технологии, который относится к: Использование открытых API-интерфейсов, которые позволяют сторонним разработчикам создавать приложения и сервисы вокруг финансового учреждения.The article is devoted to the key trends and drivers of digitalization of payment services in Russia using the example of open banking. The article discusses the key drivers and trends in the digitalization of the sector. The key aspects of digital transformation are considered. Open banking is a financial services term as part of financial technology that refers to: the Use of open APIs that allow third-party developers to create applications and services around a financial institution.

El desarrollo del mercado de API de BBVA Colombia resulta necesario para alinear los objetivos de la empresa en su estrategia de Open banking; dichos objetivos se enfocan en el principal propósito del banco en sus actividades en el mundo, definido como “Poner al alcance de todos, las oportunidades de la nueva era” (BBVA, 2019) a través de seis prioridades estratégicas: la mejor experiencia del cliente, las ventas digitales, los nuevos modelos de negocio, la optimización de la asignación de capital, el liderazgo en eficiencia y el mejor equipo. Con base en lo anterior, esta tesina busca realizar una evaluación financiera que permita determinar la viabilidad del desarrollo del mercado de API en BBVA Colombia y su capacidad de plasmar sus prioridades estratégicas en algo tangible, como se ha hecho en México, Estados Unidos y España., The development of BBVA Colombia API ́s Market, it ́s needed to line up the BBVA goal ́s about the open banking strategy, this goals are focused in the main worldwide purpose of the bank that is “to bring the age of opportunity to everyone” (BBVA, 2019), trough six strategic priorities: the best user experience, digital sales, new business models, optimization of asset allocation, leadership in efficiency and the best team. Based on the above, this thesis looks forward to perform a financial evaluation to determine the viability of the development of the API ́s Market in BBVA Colombia and its capacity to shape its strategic priorities into something that is as tangible as has been done in México, USA and Spain.

The face of banking has changed dramatically over the last few decades, and in no area does this statement hold more true than in the domain of digitalization. One term that has been relentlessly repeated when discussing the past, present and future of this development is ”Digital Transformation”. Digital Transformation can be tersely defined to mean change driven by digital technologies, with the potential to increase efficiency in existing processes, as well as to allow for new and novel technology-driven problem solutions and business models. Despite the fact that Swedish major banks have come a long way in their digital transformation efforts, there is a lot of evidence that points towards this process not proceeding fast enough. This study is an effort to get a general overview of the main barriers and mechanisms that are causing this development to proceed at a slower rate than might otherwise be desired, and to investigate how actors within the Swedish banking sector are seeking to overcome said barriers. This is done primarily through the interviewing of key personnel within major Swedish universal banks. The majority of the interviews are conducted with employees from a single major Swedish universal bank, taking the form of a case study, while a smaller number of interviews are conducted with individuals associated with other banks, in an effort to provide increased generalizability. The results of the study show that barriers standing in the way of continued digital transformation in the Swedish banking sector can generally be categorized into one of the following categories: Legacy Infrastructure, Organizational Structure, Organizational Culture, Incentive Structure, Resource Insufficiency, Regulation, and Failure in Management. The solutions and models discussed to address these issues included API First approaches, change driven through Cross-Functional Teams, and Collaborative Strategy Formulation. Hur bankverksamhet bedrivs har förändrats dramatiskt över de senaste årtiondena, och i inget område är detta lika tydligt som när det kommer till digitalisering. Ett begrepp som ständigt upprepas när man beskriver den forna, nutida och framtida utvecklingen av den här typen är ”Digital Transformation”. Digital Transformation kan kortfattat summeras till att betyda förändring driven av digital teknologi, med potential att öka effektiviteten i befintliga processer, samt möjliggöra för nya problemlösningar och affärsmodeller. Trots det faktum att de svenska storbankerna har kommit en lång väg i sina digitala transformationsinitiativ, så finns det mycket som tyder på att denna process ändå inte går tillräckligt snabbt frammåt. Den här studien är ett försök att få en generell överblick på de primära barriärerna och mekanismerna som orsakar att denna utveckling går långsammare än önskat, samt att undersöka hur aktörer inom den svenska banksektorn har för avsikt att bemöta dessa problem. Detta görs huvudsakligen genom intervjuer med nyckelpersonal inom de svenska storbankerna. Majoriteten av de intervjuade kommer från en enda bank, där en form av casestudie utförs, medan ett mindre antal intervjuer genomförs med individer tillhörande andra banker, i en ansats att ge ökad generaliserbarhet. Resultatet av studien visar att barriärer som står i vägen för fortsatt digital transformation i den svenska banksektorn kan generellt kategoriseras in i följande kategorier: Föråldrad Infrastruktur, Organisationsstruktur, Organisationskultur, Incitamentstruktur, Resursbrist, Regulation, och Misslyckanden i Styrning. De lösningar och modeller som diskuterats for att adressera dessa problem inkluderade API First-baserade tillvägagångssätt, förändring driven av tvärfunktionella arbetslag, samt kollaborativ strategiformulering.

Banking without boundaries will grow in the future, most of this because of digital business transformation. Banks need to re-interpret their business and look for a different managerial approach. A bright future for retail banks will depend above all on taking today the right actions for a long profitability, which are based on developing and reinforcing customer trust. The current account is the hook service for a bank to defend and reinforce from the competition, because it is the bank’s platform for entering and developing its business. At the beginning, the retail bank of tomorrow should look at developing value in core contents as well as orchestrating a platform strategy, but moving from a technology idea of platform towards managerial and economic dimensions of it. Because technology is nothing without a strategy.

Mutated market conditions, the advent of new players and digital technologies, and a significant regulatory push, are profoundly changing the banking industry. Banking business models may shift significantly from a pipeline, vertical, paradigm, to open banking models where modularity can be an opportunity for banks. Not only are the abovementioned factors representing a threat to the traditional model, but also they are spurring significant new opportunities to pursue new revenue streams. Those opportunities are exploited through new banking paradigms that entail higher levels of openness towards third parties and a crescent number of modular services bundled together. Models can go to mere compliance with the prescriptions of openness of PSD2, to the inclusion of new services, the opening of the banking core and data, and the aggregation of those within a platform experience. Value is created in platforms through economies of scope in production and innovation.This paper has explored the evolution of Fintech and Techfin in the market and the emergence of platform models in banking. It has investigated the evolution of that concept, also introducing an interesting banking case (BBVA), which gives several insights on the choices made toward a Banking-as-a-Platform model within the context of Fintech and Open Banking.