Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

This case presents the second phase of DBS Bank's internationally acclaimed digital transformation. Upon completing the first phase (2009-2014) of the transformation that radically 'rewired' the entire enterprise for digital innovation, DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led organic expansion. To DBS, the largest bank in Southeast Asia by assets, this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future, ie, the agility to scale technology infrastructure, to delight customers, to connect with ecosystem partners, and to innovate in ways that are unimaginable today. The case details how DBS was preparing these capabilities by undertaking three fundamental 'philosophical shifts': to reinvent DBS by becoming digital to the core, embedding DBS in the customer journey, and creating a 26,000-person start-up. The case also highlights the bank's methodology for measuring financial value created by digitalisation; DBS is believed to be the first bank in the world to have done so. Furthermore, the case describes DBS's latest strategic move to embark onto its next stage of transformation, i.e., to reorganise the company around (technology) platforms.

Time period

The events covered by this case took place in 2015-2017.

Geographical setting

Region:
Asia
Country:
Singapore

About

Abstract

This case presents the second phase of DBS Bank's internationally acclaimed digital transformation. Upon completing the first phase (2009-2014) of the transformation that radically 'rewired' the entire enterprise for digital innovation, DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led organic expansion. To DBS, the largest bank in Southeast Asia by assets, this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future, ie, the agility to scale technology infrastructure, to delight customers, to connect with ecosystem partners, and to innovate in ways that are unimaginable today. The case details how DBS was preparing these capabilities by undertaking three fundamental 'philosophical shifts': to reinvent DBS by becoming digital to the core, embedding DBS in the customer journey, and creating a 26,000-person start-up. The case also highlights the bank's methodology for measuring financial value created by digitalisation; DBS is believed to be the first bank in the world to have done so. Furthermore, the case describes DBS's latest strategic move to embark onto its next stage of transformation, i.e., to reorganise the company around (technology) platforms.

Settings

Time period

The events covered by this case took place in 2015-2017.

Geographical setting

Region:
Asia
Country:
Singapore

Related