THE PEOPLE FACTOR

You've spent years in this space and digital's often perceived as a technology initiative and you do have a really strong view on the people dimension.  

I think the people part of it is probably the main reason that digital transformation projects fail, or there's certainly a large body of research that shows that firms who tend to take a focus on the technology part rather than thinking about the people dimension, really setting themselves up for failure. So part of that is really about equipping people with the skills that they need to have more of a digital mindset.

So really thinking about what do they need to know in terms of the things like data science and areas like how NextGen technologies work and how they can apply some of these techniques to their role.  

We're definitely seeing a large skills gap at the moment in terms of digital skills.  

That could be difficult for banks because they're not necessarily seen as an exciting place to work by technologists or those skills in some of these key areas. So they really need to think about how to promote that culture of innovation and become more of an exciting place to work where people are going to get involved in interesting projects.   

it's not just about the people who may be writing the code or designing the architecture of the systems, but this is about how the whole organization works and producing, producing common language and coordination and common goals for even our non-technical employees and associates is really important in successful projects like this.  

Yeah. And I think the non-technical employees at the edges often have the best understanding of how to improve a client process.