Leumi（以色列國民銀行）是以色列最大也歷史最悠久的銀行，創(chuàng)立至今已近120年。但在推出移動銀行Pepper以后，Leumi也成為了全以色列最年輕的銀行。Leumi集團的總裁兼首席執(zhí)行官萊克菲特·盧薩科-阿米諾克于上周二在倫敦舉辦的《財富》全球最具影響力的商界女性峰會上發(fā)表講話時說道，2017年Leumi集團推出Pepper是為了吸引千禧一代，并幫助“當(dāng)今的Leumi適應(yīng)新世界”。

Leumi此舉凸顯了銀行業(yè)面臨的轉(zhuǎn)型需求以及隨之而來的挑戰(zhàn)，具體來說便是歷史悠久的傳統(tǒng)行業(yè)如何跟上消費者的變化。舉個例子，在過去幾年內(nèi)，到實體銀行分行辦理業(yè)務(wù)的客戶已經(jīng)大幅減少。

Leumi決定將Pepper打造成為一家初創(chuàng)企業(yè)，在公司內(nèi)部進(jìn)行孵化?！耙屓藗兿嘈盼覀儾皇亲詳嗌?，而是在加固根基，這很有挑戰(zhàn)性?！北R薩科-阿米諾克表示。她說，有人質(zhì)疑說Leumi已經(jīng)有了在線服務(wù)，為什么還要做移動銀行Pepper?！皟烧咧g差別很大。”她解釋道。Leumi.com只是一層“數(shù)字皮膚，罩在非數(shù)字的身體外”；而另一方面，Pepper則是從頭開始打造的新銀行，建立在新的體系之上。她說道，使用Pepper可以比去實體銀行辦業(yè)務(wù)還個性化，因為人工智能技術(shù)可以根據(jù)客戶的具體情況而提出貼心的建議。

巴克萊私人銀行和海外服務(wù)公司的首席執(zhí)行官卡倫·弗蘭克表示，銀行業(yè)的難處在于整個體系“古老、沉重而且根深蒂固”，卻要快捷靈便地提供服務(wù)。她說，行業(yè)面臨的挑戰(zhàn)之一是，資本要用來滿足監(jiān)管要求，而不是打造新的服務(wù)和技術(shù)。 “大量資本都得支持舊的基礎(chǔ)設(shè)施”，確保舊的軟件仍可運行，確保在監(jiān)管機構(gòu)提出要求時，可以提取舊數(shù)據(jù)。

弗蘭克和盧薩科-阿米諾克都指出，改變公司文化是最大的障礙之一。弗蘭克說，說服人們不必每個業(yè)務(wù)都在內(nèi)部做的理念就是“巨大的文化變革”，尤其是安全等功能。（財富中文網(wǎng)）

譯者：艾倫

審校：夏林

At nearly 120 years old, Leumi is the largest and oldest bank in Israel. But thanks to the launch of its mobile-only bank, Pepper, it’s also the country’s youngest bank. Leumi launched Pepper in 2017 to appeal to millennials and to help “adapt incumbent Leumi to the new world,” said Leumi Group President and CEO Rakefet Russak-Aminoach, speaking at Fortune‘s Most Powerful Women International Summit in London on last Tuesday.

The move by Leumi is indicative of the type of transformation the banking industry is trying to undergo and the challenges that come with it: a legacy sector with a deep history adapting to a changing consumer. For example, the use of physical bank branches has declined significantly over the last few years.

Leumi decided to build Pepper as a startup, incubating it from within. “It was challenging to convince people that we were not cutting the tree we’re sitting on, rather that we’re reinforcing the tree,” Russak-Aminoach said. She said that people questioned why the company needed Pepper when it had an online version of Leumi. “There’s a huge difference between the two,” she explained. Leumi.com is a “digital skin over a non-digital body.” Pepper, on the other hand, is a new bank started from scratch and built on new systems. She said that using Pepper is even more personalized than going into a bank because, thanks to artificial intelligence, Pepper can offer tips that are very specific to a particular customer.

Karen Frank, CEO of the Private Bank and Overseas Services at Barclays, says the challenge for the sector is taking “something that is old and heavy and established” and doing something nimble and quick. She said one of the challenges for the industry is that it has to use its capital to answer regulatory demands rather than building new services and technology. A “relatively large part of it has to be supporting old infrastructure” and making sure old software still works so they can pull old data up if regulators ask for it.

Both Frank and Russak-Aminoach pointed to changing company culture as one of the biggest hurdles. Frank said convincing people that they don’t have to build everything in house is a “massive cultural change,” especially when it comes to functions like security.