Technology can be a Potential Value Destroyer

Technology is ubiquitous. It dangles many advantages such as costs, speed, fewer human interventions etc. Technology is taking over the CEO’s thinking, and influencing him/her. Take for example, bank CEOs. However, in adopting technology, they should not forget that they are first and foremost bankers and not technologists; that they should not be lured by technology to think of technology first, but must think of banking, customers, partners, delivery chains and society first. Stakeholders and banking must come over technology. Fundamental thinking is important. i.e., a focus on banking. Then technology becomes a slave and not the driver of their banking business. Technology can become a value destroyer when CEOs think they are running technology companies. This thinking has to be avoided, and banking traditional thinking must endure, using technology as a tool. An expert says that technology is delivering more products and that they have to be sure to understand the product is a banking product and not technology. If CEOs do not understand the banking product, technology cannot deliver the right solution. Technology has become a business disruptor, giving rise to opportunities for many banks and start-ups. Artificial intelligence is also becoming a core function of technology, all potential value creators. Using Fintech and 3rd party software is often attractive for banks, for apps, products etc. Blockchains, biometrics, cloud banking, chatbots and zero trust systems, are all being used now.

Unfortunately, today, people are forgetting that products are meant for customers, and that the customer focus is more important than the product focus and definitely more than the technology focus. Customers may not care for technology, unless the technology creates value for them, other than just a do-it-yourself solution. Very often net banking is much more cumbersome than paying cash, but paying cash requires people to get the cash, and keep it safely, and these t

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