Remaking

Finance and
Risk for the
Everyday Bank

Every aspect of bankinginside and outis

evolving in response to (and to capitalize on)
the digital phenomenon. Finance and Risk (F&R)
is a key component of the change. In our view, to
be competitive, banks will need to move beyond
incremental improvements in the F&R function to
proactively, rapidly and effectively respond to new
regulatory and compliance requirements, better
manage operations and improve profitability.
In this report, Accenture discusses banks
foreseeable shift to the Everyday Bank and its
imperatives for F&R. The report suggests six areas
that chief finance officers (CFOs) and chief risk
officers (CROs) should examine now to remake F&R
into a competitive asset for an even more digital
and connected world.

The Everyday Bank:

A world beyond compliance

A new direction for the

Finance and Risk function

Six areas requiring CFO and CRO attention

An enabling journey to move forward

2 | EVERYDAY BANK RESEARCH SERIES

14

The Everyday Bank:

A world beyond compliance
Digital technologyanalytics, cloud and
mobilityis disrupting the entire banking
landscape. Customers, groomed by their
experiences in other industries, expect
online, always-available banking services.
Nearly 30 percent of retail banking customers
in the US and Canada surveyed by Accenture
would likely consider a branchless digital
bank if they were to switch from their
current bank. Those aged 18 to 34 are highly
connected: 94 percent are active users of
online banking, 72 percent are active users
of mobile banking and 92 percent are active
users of social media.1 New and unlikely,
digital-savvy players in consumer electronics,
online retailing and even coffee shops are
eager to meet consumers evolving needs
for financial services.

It is our view that up to a third of banks

revenues will be at risk by 2020.2 And as
competition stiffens, banking regulators
continue to intervene in the market through
ever evolving rules and digital-driven change.
To protect their business and thrive in
a digitally-intense, highly-connected
world, banks should draw on technology
innovation to carve out a more strategic
market position. As providers of advice,
facilitators of access and aggregators
of value, banks can become the trusted
partners in meeting all their customers
financial and non-financial life needs on
a daily basis, as illustrated in Figure 1.
Accenture refers to this positioning as the
Everyday Bank.

CONSUMER GOODS

ADVICE PROV

IDE
R

TR

AN

AV
E

L&

K
AN

AS

L EIS

TIO
IC A
UN

COM

& EDUCAT IO N

ATOR

AT IO
N

Achieving the status of Everyday Bank

requires a new direction for the Finance
and Risk function, one that shifts their
focus from reactive management to a
proactive approach to low-risk transparency
and accountability that goes far beyond
compliance.

RM

Engaging
Digital
Interfaces

R
UR E

GRE G
AG

rr

Rich business and customer data, feeding

analytical engines that enable 24 x 7,
real-time decision making at the point
of need.

FO

Bo

Digital connections to third-party

providers and other key players
merchants, service providers and other
retailersto manufacture and distribute
needed services in real time.

IN

d, Tra n sfer,

UE

pen

VA
L

,S

Modern
and
Relevant
Brand

ow

CO
R

CIA
INAN L SERV
I
EF

Service
Excellence

FA
TR

LIT
AT
O

CI

Pre-Sale
Engagement

S
CE

Sa

ve

SS

CT IO

E
AC C
B A NK A S

R OT E
HE A LT H & P

Value
Added
Personal
Banking
Advisor

T IO
TA
OR

HO
M
E

SP

Renewed
Branch Role

Omni-channel, including new digital

modality such as embedded application
programming interfaces (APIs).

The Everyday Bank provides trusted advice,

offers point-of-need access to goods and
services and, by building economies of
scale, acts as a value aggregator, delivering
lower costs to consumers. In return, it gains
new sources of growth and profitability. The
Everyday Bank may cut its time to market
by 40 to 50 percent while increasing its
operating income by up to 35 percent.2

FIGURE 1. The Everyday Bank Strategic Vision

AS
NK
BA

The Everyday Bank is a strategic vision,

rather than a singular business model. The
vision is to use digital technology to evolve
the entire business model and place the
bank at the center of a broad ecosystem
that becomes a vital part of customers
daily lives:

Source: Accenture, The Everyday Bank, How Digital is Revolutionizing Banking and the Customer Ecosystem,
March 2013

EVERYDAY BANK RESEARCH SERIES | 3

A new direction for the

Finance and Risk function
With a strategic Everyday Bank positioning
comes more finance agility, but more risk
exposure. For example, within an extended
ecosystem of many and various service
providers, lines between players often blur
which can help increase issues around
customer ownership and protection of
brand equity. Or, creating and introducing
new products to meet customers financial
and non-financial demands at the point of
need, will likely require dynamic assessment
and pricing to capture target margins.
Given the capital constraints compelled
by the current regulatory environment,
allocating enough capital at the right time
to pursue innovation will be key to more
competitive operations.

For the most part, current F&R functioning

is not ready to handle the business needs of
the Everyday Bank strategic vision. Consider
that banks still spend a surprising amount
of time on manual tasks. For example,
Accenture research indicates that at
60 percent of banks, at least a quarter of
staff time is spent on credit and operational
risk activities that could, and should, be
automated.3 Also, much of risk management
in the digital world must happen instantly
at the point of customer need and usage.
This instant assessment would in our
view need to include considerations for
regulatory compliance, such as capital,
liquidity and good conduct.

FIGURE 2. Finance and Risk for the Everyday Bank

SILO-FREE
CONSUMER GOODS

AS
NK
BA

ADVICE PROV

IDE
R

TR

AN

L&

L EI S

GRE

ow

AG

Engaging
Digital
Interfaces

B
UR E

Source: Accenture, December 2014

4 | EVERYDAY BANK RESEARCH SERIES

M
COM

K
AN

AS

N
TI O
IC A
UN

IN

or

UE

B
d, Tra nsfer,

VA
L

pen

G ATOR
FO
DI
RM
AN
AT IO
SO
N & ED
UC AT IO N
FB
ANK
REPU
TATION

CO
R

Modern
and
Relevant
Brand

AR

ER

AV
E

FA

LIT
AT
O

,S

Service
Excellence

SS

D
ON
ESP

TR

NCIAL SER
INA
VI
EF

S
CE

ve

CI

Pre-Sale
Engagement

Finance and Risk for

the Everyday Bank
Sa

E
AC C
B A NK A S

CTIO

IC R
AM
DYN

R O TE
HE A LT H & P

Value
Added
Personal
Banking
Advisor

TI O
TA
OR

HO
M
E

SP

Renewed
Branch Role

GU

As shown in Figure 2, the new Finance and

Risk function for the Everyday Bank will be:
Silo-free with more tightly integrated,
seamless Finance and Risk for faster,
easier and more effective operations.
Financial services executives in our
2013 Global Risk Management Study
are integrating risk management into
their decision making: 92 percent are
considering risk when forecasting and
budgeting, 87 percent are factoring risk
into M&A and financing discussions and
84 percent are taking risk into account
when conducting strategic planning.3
The guardian of bank reputation,
patrolling the blurring borders between
bank and ecosystem partners to protect
the banks data and brand.
A dynamic and agile responder with the
ability to rearrange roles as needed to
help increase flexibility within and market
adaptability of the bank. For example, the
middle office can shift from compliance
to design and direct (such as yields and
relationship management) while the
corporate office focuses on broader
capabilities (such as predictive analytics
and strategic change).

Silo-free: Integrated, seamless Finance

and Risk for faster, easier and more
effective operations
Guardians of bank reputation: Patrolling
the blurring borders to protect the banks
data and brand
Dynamic responder: Flexibility to
rearrange roles as needed to increase
banks market adaptability

EVERYDAY BANK RESEARCH SERIES | 5

Six areas requiring CFO

and CRO attention
Based on our experience helping banks gain competitive
advantage by transforming Finance and Risk management,
Accenture has identified six specific capabilities that command
the attention of CFOs and CROs now in remaking the F&R
function for the Everyday Bank:
SILO-FREE

Analytics
Budgeting/
Forecasting
Mobility and
Security Risk

KPIs/KRIs

Reputational Risk
Management

IC R
AM
DYN

Dynamic
Credit Risk
Management

D
ON
ESP

AR

ER

As silo-free:

DI
AN
SO
FB
ANK
REPU
TATION

Managed
Risk Culture

GU

As a dynamic responder:

1. Mobility and Security Risk

As the guardian of bank

reputation:

2. Analytics Budgeting/Forecasting

4. Reputational Risk Management

6. Managed Risk Culture

3. Real-time Key Performance

Indicators/Key Risk Indicators
(KPIs/KRIs)
6 | EVERYDAY BANK RESEARCH SERIES

5. Dynamic Credit Risk Management

Mobility and
Security Risk
The fast-pace, broad-scale, explosive
growth of mobile banking transactions
pose major operational and security risks
for banks. Estimates are that mobile
transactions will reach $3.2 trillion in value
by 2017, up from $1.5 trillion in 2013; the
average banking transaction is roughly
$70. In 2013, more than one in five bank
customers used mobile banking services.4
Mobile devices are major cybercrime targets
with new mobile malware spreading rapidly
and repeatedly.
As more and more complex risks emerge in
relation to mobile devicesfrom identity
theft and transaction fraud to attacks on
enterprise databanks are discovering
the need for integrated fraud and security
management solutions. These normally
include:
Frameworks and systems for multilayered enterprise mobile security and
fraud detection.
Integration with compliance and fraud
management requirements.

One of the key elements in making such

solutions more effective is to move from a
reactive to a proactive mode. For example,
when odd or unusually high transaction
volumes take place in a customers account,
the reactive response is to notify the
customer. In proactive mode, however,
the customer is prompted for additional
authentication (such as security questions)
when transactions exceed bank thresholds.
Next-generation technology may also
require biometric data for additional security.

Identity management is an obvious and

important part of such an approach.
Banks should be able to extend control
and enforcement of identity privileges to
mobile devices and to provide advanced
authentication and authorization
mechanisms based on risk appetite and
needs. Banks should also be able to secure
the use of mobile applications, detecting
and preventing the use of malware and
supporting mobile application uses for all
lines of business.

Similarly, banks now watch for suspicious

activity, such as a high number of
transactions across multiple channels.
Instead of investigating after the fact, the
proactive approach also analyzes patterns
based on actual fraud activity to improve
the banks ability to identify and prevent
such transactions.
An integrated mobile fraud and security
approach can help assess the current state
of fraud and security protection, identify
necessary updates and prioritize activities
with an eye to regulatory and operational
considerations.

Systems with multi-factor customer

identity authentication.
Processes for secure application
development, analysis and remediation.
Business and technology solutions for
detecting anomalies through monitoring.
Real-time alerts with communication and
response plans.

EVERYDAY BANK RESEARCH SERIES | 7

Analytics in Budgeting
and Forecasting
Vast amounts of new information from
sources, including both structured and
unstructured data, time series data,
geospatial data and external social
media text data, is now available. While
the potential value of this new data for
Finance and Risk is great, the analytics for
converting this data into useful insight are
still in the early stages of development.
Analytics can help bank CFOs play a more
strategic corporate role, advising CEOs and
contributing to profitability by looking at
the organization as a whole and discussing
strategies to improve performance.

The good news is that CFOs are already

investing in prime areas to extract
value from data through new analytics
capabilities. These areas include:
Pricing Optimization, establishing a
pricing strategy that enhances value and
reduces risks.
Long-term Planning, helping banks
become more dynamic and react more
quickly to market trends, emerging risks
and opportunities.
Customer-based Operating Planning,
obtaining meaningful insight on
customers and using it to develop an
agile, customer-based operating plan.

As shown in Figure 3, the data platform

with multiple data sources to capture and
manage all the new dataprovides the
foundation for analytics insights across
these areas.
The ability to leverage digital tools to drive
the evolution of a flexible, agile Finance
function can help CFOs become more
dynamic in their response to changing
consumer and market demands. To do so in
both the short and long-term horizons can
help CFOs prioritize future spend.

Cost Optimization, creating sustainable

advantages through cost determination
and cost management.

FIGURE 3. Top Analytics Investment Areas for CFOs

Future data platform

Twitter, Facebook, LinkedIn, Skype

Insights

Delivering outcomes

Long-Term
Planning

CustomerBased
Operating
Planning

Pricing
Optimization

Cost
Optimization

Big Data

Analytics

Usage

Multiple data sourcing to capture

and manage all new types of data

New analytics capabilities enabling

actionable insights generation and
quicker information availability

Full multi-device/multi-channel
data and info sharing to provide
timely and adaptive reporting

Source: Accenture, December 2014

8 | EVERYDAY BANK RESEARCH SERIES

Real-Time KPIs and KRIs

Real-time KPIs and KRIs in the Everyday
Bank environment encompass social media,
Big Data, artificial intelligence, analytics,
cloud and mobility. But at the heart of
the indicators is the ability to distill and
leverage a huge volume of data into
actionable insights.
Bank CFOs and CROs have an opportunity
to plan for and take advantage of an
unprecedented flow, landscape and velocity
of data to advise their boards and CEOs on
meeting key goals, such as:
Improving capital management, including
investment and disinvestment decisions,
risk portfolio weighting and the
reasonable use of capital.
Creating flexible and agile operating
models, drawing on new sourcing
ideas as well as flexible cross-industry
collaboration.
Creating pre-crisis levels of risk-adjusted
profitability and performance.

In this context, advanced monitoring and

reporting capabilities are indispensable.
Digital-fit F&R will help CFOs and CROs
access a wider universe of data through a
broader spectrum of intelligent rules. By
moving essential KPIs and KRIs to a realtime basis, bank executives can respond
dynamically to make faster and better
decisions. Similarly, mobile technologies
can help improve new business generation
and distribution capabilities for executing
strategy throughout the bank. Taking realtime key indicators and creating a feedback
loop within the overall system can be an
opportunity to use the massive amount of
data available to create a positive feedback
loop within the organization.
This vision of real-time indicators has
immediate applications for todays
operations. For example, within an
investment bank, it enables intra-day
monitoring of key risk indicators, such
as value at risk, counterparty credit limit
monitoring and limit breach notification,
as well as swap transaction monitoring and
reporting. Overlaying the suite of indicators
with new digital delivery mechanisms
such as with mobile dashboards, smart
technology alertsmeans that over time
banks will be able to access and use
mobile devices as platforms for even faster
monitoring and reporting.

EVERYDAY BANK RESEARCH SERIES | 9

Reputational
Risk Management
Customer trust has always been a core
source of value for banks. With the
emergence of rapidly expanding digital
networks for customers to access,
reputation risk management takes on much
greater importance. The more customers
seek information and make financial
decisions based on an increasing number
of social media-related sources, the more
channels there are to monitor banks brand
and reputation. Top concerns come from a
few areas:
The information explosion where
banks benefit by taking advantage of
more data coming from more sources,
such as ecosystem partners and social
media. Though contributing to better
analytics and insights, it also exposes
banks to privacy risks, the dangers
of compromised information and
financial cybercrime. Strong information
governance systems need to be in place
along with other safeguards.

A new mass audience as social media

continues to make it more convenient,
simpler and faster for customers to share
their experiences, advice, preferences
and opinions with each other around the
globe. This reality increases the risk of
valuable information leaking and more
widespread attacks on banks reputation
and their ecosystem at large. According
to Accenture research, 26 percent of
consumers share negative comments
on social media channels (Figure 4).3
A negative remark on multiple digital
channels can go viral to many current and
potential customers before a bank has a
chance to investigate the matter. Such a
situation can quickly escalate to the point
where reputational damage is inflicted on
the bank.
Virtual banking through cloud and
other open computing that places new
demands on banks to protect IT systems
and safeguard information.

FIGURE 4. Influence of Social Media on Brand Value

Told people around me about the
experience (e.g., friends, family,
co-workers)*

76%

Started to also look at or engage with

other companies, I had not yet considered

66%

Stopped engaging with or doing business

with that company immediately
Posted negative comments about the
experience online (e.g., blogs, Facebook,
Twitter)

60%
26%

*Property & Casualty (P&C) insurance replaced Life Insurance Providers in 2013
Source: Accenture 2013 Global Risk Management Study, September 2013

10 | EVERYDAY BANK RESEARCH SERIES

Banks can use digital technology to help

address these significant reputational
challenges. For example, monitoring systems
can identify repetition of key words, such as
company name, brand names or service
complaints, and to spot problems early. It
can help a bank respond quickly with
appropriate solutions. Systems can be
connected across social media channels
to provide an integrated view.
The use of advanced analytics can turn
raw data into clearly-defined issues
that can be dealt with in an organized
manner. Similarly, solutions for protecting
a banks reputation can automatically
generate outreach to customers to
mitigate reputational risk, even potentially
increasing brand equity. A comprehensive
solution that incorporates social media
monitoring, analytics, operational
assistance and execution can help banks
identify problems early on for immediate,
positive impact. This is a competency that
can mitigate threats in the new banking
environment as well as establish new
opportunities for growth.
Based on Accenture research, reputational
risk management is a huge opportunity for
financial services companies to improve their
business. For example, 95 percent
of C-level executives we surveyed cited the
importance of the risk organization
in managing reputation, yet less than
30 percent said they have the capabilities
to do so.3

Dynamic Credit
Risk Management
Credit risk management is a key component
for banks to master in order to regain
profitable ground. In the future Everyday
Bank environment, skillful credit risk
management will again be another key
skill for banks to maintain and master
in order to offer the right customers
the right price for the right products.
Based on Accenture research, banks
identified portfolio management and
data management capabilities as critical
in credit risk management.3 Also, more
than 50 percent of respondents said that
their existing technology capabilities are
not up to par, with deficiencies in areas
including outdated legacy systems, lack of
systems integration and shortages of skilled
professionals.3

Competency in the current environment

can be leveraged to build capabilities in
the new digital environment. However, in
our view much action needs to be taken
by CFOs and CROs to improve current and
prepare for future credit risk management
challenges:
Use advanced analytics to create robust
credit risk models. This could become
increasingly challenging with the sheer
volume of data feeds and source data
that the models should take into account.
Convert key credit risk models into specific
and addressable implementation tools.
Adapt validation processes and
methodologies to respond on a timely and
selective basis.
Conduct operations with customized
communication protocols and response.
The move from a reactive to a more
proactive approach to credit risk
management can deliver critical benefits,
such as more robust rating models to
evaluate customer opportunities with
greater confidence, resulting in a lower cost
of credit and improved capital allocation.

EVERYDAY BANK RESEARCH SERIES | 11

Managed Risk Culture

Market and economic volatility combined
with regulatory and market pressures have
produced an exceptionally challenging
operating environment for banks. The
Accenture 2013 Global Risk Management
Study identified some key aspects for
improving risk management in financial
institutions, including a long-term strategy
for integrating and transforming risk
management while focusing on risks
that can be mitigated, and an emphasis
on finding and developing risk talent.
Inadequate risk culture contributes to
misconduct, mistrust in the banking
industry and regulatory change, as
indicated in Figure 5. Nearly 60 percent
of the causes of scandals are internal and
within bank controls.5

The scarcity of talent is a market

phenomenon that is likely to continue,
putting more pressure on banks to
industrialize expertise. Banks can deploy
digital data mining and communications
technologies to help create a robust risk
culture by tapping Big Data and unstructured
data from client processes and internal
communications to:
Identify key influencers and culture
champions.
Facilitate a better culture with identified
examples of how we do things here.
Provide management with information to
keep track of what is happening within
the organization.

FIGURE 5. Rising Role of Risk Culture

59% of individuals link the recent scandals in

banking to organizational culture issues.

Banks are too large

6
13

Lack of regulation

20

Conflicts of interest

11

Corporate culture driven

by compensation/bonuses

23

Corporate corruption

25

Changes in the economy

59% of causes
of scandals are
internal and within
business control

Note: Due to rounding the total do not add up to 100 percent

Source: Edelman Trust Barometer, 2013 Annual Global Study, Financial Services
Industry Findings. Access at: http://www.edelman.com/insights/intellectualproperty/trust-2013/trust-across-sectors/trust-in-financial-services/

12 | EVERYDAY BANK RESEARCH SERIES

Taking full advantage of the resulting

insight, digital solutions help intelligent
processes that create a virtuous circle
of constant improvement. The circle is
fed by feedback on cultural norms with
an emphasis on judgment and adaptive
processes that support cultural change.
A long-term solution for monitoring risk
culture and facilitating continued evolution
draws on the automated collection of
management information and analytics.

EVERYDAY BANK RESEARCH SERIES | 13

An enabling journey
to move forward
What core capabilities and competencies
will banks need to further develop the six
key areas and progress their Finance and
Risk function towards the Everyday Bank?
A few are most important:
Modern data architecture and IT
infrastructure that fully supports
regulatory and capital requirements.
We believe that the leaders in this space
spend far less time on manual tasks to
respond to compliance requests, especially
ad hoc requests. Maximizing efficiency in
compliance can also create other revenue
generating benefits as well.
Computing platforms for real time
processing and controls, such as
reporting dashboards, incorporated into
workflow (such as credit operations).
For example:
- Highly automated, granular and
enterprise operations that provide
transparency and controls to meet
more stringent regulatory requirements.
This would include real-time alerts to
limit security or process breaches, or
even suspicious behavior like money
laundering or fraud.
Straight-through processing allowing
better organized, more accessible data
generated from more data sources to
feed advanced analytics for greater
customer and business insight. This would
include the ability to generate real-time
understanding of credit risk and pursue
new business dynamically, and with
competitive advantage.

14 | EVERYDAY BANK RESEARCH SERIES

Few bank executives would argue the

reality of digital, the need to make
Finance and Risk process changes and the
availability of technology innovation to
make it happen. Most questions, however,
loom around how to get started in evolving
the bank for today and the future. Drawing
on extensive industry experience, Accenture
recommends that banks consider:
1. Enhancing their understanding of the
digital customer and the Everyday Bank
vision in order to serve them effectively and
competitively.
2. Streamlining processes around a
converged Finance and Risk operation.
This means a fundamental shift for CFOs
and CROs, working together proactively
to support the CEO/Board, strengthening
cooperation (e.g., risk-weighted decisions)
with the aim of enhancing profitability and
making sustainable strategic choices.
3. Getting their compliance house in
order. The introduction of new regulation
is expected to continue, and as such,
banks should invest in their technology
infrastructure to help support an enterprise
wide approach to compliance management.
The ability to use new technologyand
tools built and being built to specifically
address the important compliance
requirementswill be a key area of
competence to develop.
4. Overlaying process and compliance with
data and analytics. It implies layering on
the idea of how to monetize the data
generated while in heightened compliance
mode to see, select and pursue the right
Everyday Bank opportunities.

Now is the time in our view for banks

to use the force of digital innovation
to help strengthen their Finance and
Risk function ahead of competitors in
becoming an Everyday Bank. Banks can
benefit from a test and learn approach
which incorporates proven practices with
exploration of new technology capabilities.
CFOs and CROs can move through pilot
and extended programs at relatively high
speed before implementing strategies that
are best suited to their specific Finance and
Risk function.
Accenture can help. We have experience
in the analytics, mobile, fraud, security
management and digital spaces, proven
methodologies, tools and global capabilities
to help banks make managing Finance and
Risk simpler and more efficient in delivering
a differentiated customer experience that
drives value in the digital age.

Notes
2014 North America Consumer Digital
Banking Survey-The Digital Disruption in
Banking, Accenture, April 2014. Access at:
http://www.accenture.com/us-en/Pages/
insight-digital-disruption-banking-northamerica-consumer-survey.aspx.

The Everyday Bank: A New Vision for the

Digital Age, Accenture, June 2014. Access
at: http://www.accenture.com/us-en/Pages/
insight-everyday-bank-new-vision-digitalage-banking.aspx.

Accenture 2013 Global Risk Management

Study, Accenture, September 2013. Access
at: http://www.accenture.com/us-en/Pages/
insight-global-risk-management-study2013-era-greater-uncertainty.aspx.

Mobile to exceed $3T in transactions by

2017: Juniper, Lauren Johnson, Mobile
Commerce Daily, June 20, 2013. Access at:
http://www.mobilecommercedaily.com/
mcommerce-to-rake-in-3t-in-transactionsby-2017-juniper.
Current Use of Mobile Banking and
Payments, Board of Governors of the
Federal Reserve System, Consumers and
Mobile Financial Services, March 2012.
Access at: http://www.federalreserve.gov/
econresdata/mobile-devices/2012-currentuse-mobile-banking-payments.htm.

Edelman Trust Barometer, 2013 Annual

Global Study, Financial Services Industry
Findings. Access at: http://www.edelman.
com/insights/intellectual-property/
trust-2013/trust-across-sectors/trust-infinancial-services/.

EVERYDAY BANK RESEARCH SERIES | 15

Contact us
For more information on how to structure your Finance and Risk function
for the Everyday Bank and the journey to get there, please contact:
Steve Culp

Max Colangelo

Senior Managing Director, Finance &

Risk Services
steven.r.culp@accenture.com

Managing Director, Everyday Bank Program

m.colangelo@accenture.com

Fabrizio Sarrocco

Accenture Everyday Bank Program

alessandro.g.secchi@accenture.com

Managing Director, Finance & Risk Services

fabrizio.sarrocco@accenture.com

Alex Secchi

Tales Sian Lopes

Managing Director, Finance & Risk Services
tales.s.lopes@accenture.com

ACKNOWLEDGEMENT

ABOUT ACCENTURE

VISIT US AT

The authors would like to thank the

following Accenture employees for their
contribution to this document: Alberto
Storace, Giovanni Gandini, Russ Ford,
Enzo Barba, Niccol Bergamini, Dr. Rafael
Gomes, Alessandro DAmuri, Rodrigo Nabholz,
Gionata Farioli, Andrea Martellone, Laura
Bishop, Yumiko Shinoda, Ana Vasconcellos,
Anson Gong, Aldo Guarda, Vicenzo Morabito,
and Matteo Costa.

Accenture is a global management

consulting, technology services and
outsourcing company, with more than
305,000 people serving clients in more than
120 countries. Combining unparalleled
experience, comprehensive capabilities
across all industries and business functions,
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