Digital Adoption - grow our business: best practices to drive adoption of digital capabilities
Credit Suisse “Corporate & Investment Bank” created a framework with several dimensions and drivers which, together, could support the growth of their digital adoption rate. The framework is organized along two dimensions, the sales front and the clients to which adoption drivers are mapped.
Luca Burkhalter & Ramona Mosimann, 2019
Bachelor Thesis, Credit Suisse (Schweiz) AG, C&IB
Betreuende Dozierende: Michael Krebs
Keywords: Digital Adoption, Digital Transformation, Digitization, Online Solutions
The goal of this research was to find out whether this framework made sense and whether improvement could be brought to achieve a higher digital adoption rate. Even though C&IB already registers good adoption rates in most of its digital tools, C&IB wants to better understand adoption drivers and receive recommendation to become best in class. What are the key factors influencing the adoption rate? What can be improved to achieve a higher adoption rate? What is the view of employees on digital tools and where do the major problem lay? These are questions that the authors addressed in the research.
The approach chosen by the authors was first to define the theoretical framework with selected theory and then to create several tailored questionnaires with additional information from the commissioners. These questionnaires were then used to conduct qualitative interviews with various Credit Suisse employees. An external client survey would have been difficult due to regulatory and time considerations.
The principle findings the authors came across were untapped potentials in the area of employee training and support. The results were derived from the theoretical framework and the interviews conducted. It became clear to the authors that well-trained employees with the right digital mindset are enormously important. Employees themselves believed that they needed more trainings and practice to be able to add value to the client. In the area of support, it was particularly noticeable that in some cases, insufficient consideration was given to support structure during the project initialization.
This has called on the authors to formulate a guide for training for digital tools and provide recommendations on key aspects to consider in project phase when launching a new digital tool. Reference was repeatedly made to existing best in class companies in terms of digital capabilities. Time to market at which digital projects are executed and a more agile and dynamic approach are crucial for adoption. The importance of the new technologies in banking must become apparent to the entire organization to establish the necessary digital mindset.
Studiengang: Business Administration International Management (Bachelor)
Fachbereich der Arbeit: Accounting, Banking, Controlling and Finance