For banks, the ability to harness the power of the Flexcube cloud is nothing new. However, we are swiftly nearing a tipping point in the use of cloud computing by the industry, which has been accelerated in part by the pandemic’s digital acceleration. Almost every bank has implemented cloud computing in some way or is aiming to do so in the near future.
The reason for its broad acceptance is straightforward: the cloud represents the most significant technological advancement of Oracle Flexcube in the previous three decades. From increased organizational speed to game-changing cost reductions, it has the ability to impact every aspect of a contemporary digital firm, from sales to customer service. It is generating a paradigm shift of a magnitude that hasn’t been witnessed since the invention of the internet in the early days.
Furthermore, its implementation provides banks with a chance to accelerate their transformation journeys in the areas of workplace culture and personnel practices.
The next chapter in banking’s evolution
This opportunity presents itself at a time when the corporate environment is undergoing significant transformation.
The military-style organizational structure prevailed after World War II, with a heavy focus on hierarchy and adherence to the “chain of command” as the primary guiding principles. At this period, unions were far more powerful than they had been in previous decades. Workplaces were constructed for machines, and creativity was discouraged since it interfered with the ability to maximize productivity. Taylorism, or scientific management, was the term used to describe this approach to problem-solving.
Eventually, the manufacturing industry’s economic importance was supplanted by the services industry. A well-educated staff that could follow standardized procedures and handles customer service relationships quickly became a valuable asset for any company. The concept of “machines” was replaced with the concept of “capital assets,” whose return on investment was to be maximized.
Taylorism and the concept of Human Capital are still prevalent in today’s environment. Numerous financial institutions continue to be structured on vertical hierarchies, with staff being assigned to specific duties and responsibilities.
In spite of this, the impact of Taylorism and Human Capital thinking is decreasing due to the fact that they do not correspond well with today’s business needs or with how the cloud operates in the New Digital Economy. The epidemic has hastened our transition to a technology-dominated economy—and the strange thing about the digital economy is that as technology gets more competent and “human,” the more people-centric our management practices must become in order to remain competitive.
Winning the “race” against the machine
In the banking industry, the epidemic has amplified the influence of trends and technology that were already altering the rules of the game. Klaus Schwab, the creator of the World Economic Forum, predicted that technologies such as the cloud will propel the world into a new industrial revolution defined by rapid change occurring at an unprecedented rate.
In response, there is a rising need for the workforce to learn new skills in Oracle Flexcube universal banking at an ever-increasing pace, which has been referred to as “the race against the machine” or “the struggle between education and technology.”
This framing ignores the reality that people and robots cooperate at least as often as they compete—in fact, I would argue that they collaborate more frequently—but the stakes are still relatively high. According to an economic estimate conducted by JMR Infotech, the United States might lose $975 billion in economic growth over the next decade if employees are unable to obtain the skills necessary to fully exploit the promise of cloud computing and other related technologies.
It is for this reason that the race to the cloud is so intriguing.
The cloud as an accelerant for workplace culture modernization
That’s because banks will be able to establish a positive feedback cycle of workforce transformation by successfully conquering the cloud. According to our research, cloud leaders benefit from:
- Increased proficiency in digital environments
- Increased productivity among the workers
- Increased speed to proficiency while learning new abilities
- Customers’ perceptions of value have improved.
- Improved workplace experiences for employees
Executives in Flexcubecloud computing companies are more likely to advocate for the formation of cross-functional teams and the dismantling of organizational silos. These individuals are more likely than others to identify, empower, and promote innovative methods of working, foster knowledge sharing throughout the business, and communicate effectively during times of transition.
The results are not surprising: the culture of innovation, risk-taking, and constant learning have spread across the organization. (It should be noted that cloud-based lifelong learning solutions for the workforce are only effective when they are driven by the cloud.) Banks that grasp the cloud are more likely to cultivate workplace cultures in which it is acceptable to take chances, fail quickly, and learn from errors, according to the study. They are more inclined to advocate for the democratization of access to data, tools, and technology.
Cloud masters are also more likely to address their skill shortages and create future talent at scale, as well as to use operational models that encourage cooperation and agility throughout the business, according to Gartner.
Putting it simply, winning the race to the cloud would provide financial institutions with a distinctive edge in terms of workplace culture and personnel management.
Cloud-based risk management has too many advantages to be ignored by risk managers. Flexcube cloud computing is rapidly becoming a need for banks. Companies that do not upgrade their systems and skills risk being unable to keep up with the rising amount of risks and demands on the banking industry and their capacity to innovate. Many choices to be made along the way may paralyze companies. Still, risk managers can plan many moves ahead on the chessboard by focusing on the essential concerns and taking a cautious approach to implementation.