IBS Journal May 2015


completely bypassing a branch, is already available, and ‘now we have taken it a step further’: a non-customer of Keybank can download the bank’s mobile app and open an account fully via mobile. ‘This is a new service and we are very proud of it.’ Also, ‘digital enrolment’ has been intro- duced in the branches, so that a custom- er has an option of filling out all the forms himself/herself, on a teller’s screen, which is user-friendly and straightforward (‘rath- er than the teller typing in all the details on the green screens’). ‘The customer can walk out of the branch with a turnkey experience,’ Gorney states. This, he adds, is possible thanks to the new enterprise ser- vices layer – OBP – that the bank is build- ing. ‘The beauty of it is that it is completely reusable. We can apply it for any channel we want and it will be a consistent expe- rience.’


OBP was selected last year as a result


of an RFP that the bank issued. ‘We spent some time with the Australian banks that have already started with OBP to under- stand why they embarked on the jour- ney and what was making it a success, and Oracle was a big piece of that. So we decided to bring OBP to the US and become the first taker,’ Gorney says. ‘We are very excited about this partnership.’ The set-up enables Keybank to deliv- er true customer-centricity, he adds. ‘For


‘The beauty of it [the new enterprise services layer] is that it is completely reusable. We can apply it for any channel we


want and it will be a consistent experience.’ Ryan Lysaght Gorney, Keybank


our customers, it should be one bank. So if you go to a branch, they should have the same information as your mobile app. The look, feel and experience should be the same across all channels, including trans- fer and cut-off times. If you contact the call centre, they should know what you have been doing. So it really becomes a more transaction and interaction based view, and this is where we can provide addition- al value.’ And this is where the recent partner- ship with HelloWallet, a domestic pro- vider of personalised financial guidance, comes in, he adds. The two parties have


Keybank is leveraging OBP as the enterprise services layer


joined forces to launch an initiative to help Keybank customers ‘to achieve better financial health’. The project stems from the separate research conducted by the bank and HelloWallet that showed that although many consumers have financial goals (e.g. college fund, retirement etc) they are not confident about what steps to take to reach those goals. Using the cus- tomer data Keybank and HelloWallet will be able to carry out further research and provide clients with independent finan- cial guidance via HelloWallet’s mobile and online applications, including ‘the financial wellness score’ and personalised budget- ing and spending tools. Another point that Gorney raises is


that the harmonisation is not aimed at customers only, but is equally impor- tant for the Keybank staff. In many banks there is competition between the digital banking business and the branches: ‘who is taking whose customer’, he observes. But at Keybank, the data that is aggregat- ed and distributed ‘through all that pip- ing that has been created’ is shared and used across the board. So, for example, a teller at a branch might notice that there has been a lot of spending done by a local customer via digital channels, the teller might invite the customer to the branch to have a personalised chat about his/her finances, spending and setting goals for the financial future. ‘And all this is free for the customer.’ The digital journey never ends, com-


Source: Keybank © IBS Intelligence 2015


ments Gorney. ‘We have to think ahead, about what digital innovation means for banking and how it changes the way our customers interact with us.’


www.ibsintelligence.com 43


case study: keybank


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