一是从渠道思维调整到平台生态思维。以往，商业银行将手机银行、网上银行等定位为线上渠道，更多地是为完成交易和推销产品。移动互联网红利逐渐消失，银行未来线上业务的增量从何而来?商业银行加强与头部互联网企业的合作，探索共赢的业务模式。数字化转型网szhzxw.cn
“工、农、中、建等大行手机银行用户数已经超过或接近4亿，用户数量增长曲线不断放缓，商业银行聚焦线上经营、深耕线上服务十分必要，需用好用户流量、做好价值转化，让服务更加智能。”2月26日，在新金融联盟举办的“新监管环境下银行网金业务的挑战与应对”内部研讨会上，建设银行首席信息官金磐石在主题发言中表示。数字化转型网szhzxw.cn
金磐石认为，商业银行将手机银行、网上银行等定位为线上渠道的思路亟需转变，应从三方面进行调整：数字化转型网szhzxw.cn
一是从渠道思维调整到平台生态思维。要围绕用户生产和生活所需，整合多场景各种生态，为用户提供一站式的服务和一致性的体验。数字化转型网szhzxw.cn
二是从交易线上化调整为线上经营化。各类银行APP将是银行数字化经营的主战场，通过“建生态、搭场景”，目标是“扩用户”，进而为用户提供金融产品服务，满足其全方位需求。数字化转型网szhzxw.cn
三是合规经营是数字化战略的前提。金融科技和创新不会再“跑马圈地”式“野蛮生长”，而要纳入一致性、全覆盖的金融监管体系当中。
以下为金磐石发言全文，已经本人审核。数字化转型网szhzxw.cn
一、强监管环境约束下，银行的数字化战略、业务发展、部门职能如何跟随调整?数字化转型网szhzxw.cn
（一）线上化不等于数字化，业务要做好数字化转型
以往，商业银行将手机银行、网上银行等定位为线上渠道，更多地是为完成交易和推销产品。
当今这些概念要调整：数字化转型网szhzxw.cn
一是要从渠道思维调整到平台生态思维。因为当今时代，用户的需求多样而碎片化，独立的金融或非金融服务越来越难有效触达用户。要围绕用户生产和生活所需，整合多场景各种生态，为用户提供一站式的服务和一致性的体验。商业银行数字化战略就是要更好连接用户，向生态平台转变。平台不是简单的渠道，而是聚集用户，决定金融产品、服务和场景应该如何提供的场所。
二是从交易线上化调整为线上经营化。各类银行APP将是银行数字化经营的主战场，通过“建生态、搭场景”，目标是“扩用户”（获客活客留客），进而为用户提供金融产品服务，满足其全方位需求。这个过程中拓展了用户流量，以此产生大量数据，支持更全面、更深入的数据挖掘，推动银行经营向智能化方向发展。商业银行数字化经营就是要不断提炼数据，提高用户经营、平台经营、产品经营、内容经营、体验和风控经营等能力的过程。数字化转型网szhzxw.cn
三是合规经营是数字化战略的前提。金融科技和创新不会再“跑马圈地”式“野蛮生长”，而要纳入一致性的、全覆盖的金融监管体系当中。良性的金融创新应坚持以服务实体经济为根本目的，以提升金融资源配置效率为根本方向，以防控金融风险为根本要求。
案例一：加强个人信息保护。数字化转型网szhzxw.cn
国家相继出台了《数据安全法》、《个人信息保护法》的背景下，商业银行统筹APP、公众号、小程序、网站、网银等线上平台，做好政策解读、协议修订、“告知-同意-撤销”流程优化、系统改造等个人信息保护工作，推动线上平台个人信息保护工作精细化、标准化、体系化。
案例二：网络直播。
近年来，直播活动逐渐成为金融产品网络营销的渠道之一。监管部门完善相关规章制度，起草《金融产品网络营销管理办法》等文件。银行业属于特许经营行业，金融产品具有专业性强、收益不确定、易引发消费投诉等特征，商业银行直播活动潜在风险较多，需要持续加强管理。
（二）数字化转型要善于运用数字化理念重塑金融业务逻辑
商业银行在数字化转型中要坚持以客户为中心，以金融科技和业务创新为驱动，按照“互联网化、数据化、智能化、开放化”的思路，推进产品、营销、渠道、运营、风控、决策等全面数字化转型和线上线下一体化深度融合，运用数字化理念重塑金融业务逻辑。数字化转型网szhzxw.cn
案例一：代发工资业务。
以前，商业银行拓展代发工资业务可能就是帮企业实现简单的工资代发。数字化时代，商业银行应该考虑的是围绕代发工资为核心为企业提供一系列周边数字化、综合化服务，包括账户、支付结算、理财、融资等金融服务，以及人力资源管理、税务筹划等非金融服务。数字化转型网szhzxw.cn
案例二：手机银行安全控制（以转账支付限额为例）。
目前，商业银行可以利用移动运营商提供的手机号认证技术，结合其他生物识别认证信息，确定客户手机银行支付限额。整个认证过程在线上完成且客户无感。下一步，商业银行可以利用设备指纹、生物探针等先进技术，搭建手机银行可信安全环境，综合客户使用地点、常用设备、交易行为和操作习惯等数据特征，对客户交易风险等级进行细分，弹性实现反赌反诈限额限制及交易认证。
二、移动互联网红利逐渐消失，银行未来线上业务的增量从何而来?数字化转型网szhzxw.cn
商业银行将不再仅仅关注线上业务用户数量的增长，而是更加聚焦线上的经营。举例来讲，工、农、中、建等大行手机银行用户数已经超过或接近4亿数量级，用户数量的快速增长曲线正在不断放缓，这与移动互联网红利逐渐消失的特征相对应，充分说明了商业银行聚焦线上经营、深耕线上服务的必要性。商业银行的线上服务要用好用户流量、做好价值转化，让服务更加智能。
案例：建设银行的手机银行，结合客户交易行为数据打造个人专属手机银行界面，根据用户的使用习惯进行智能化动态调整，实现“一人千面”个性化产品和服务与产品、资讯的精准送达。利用人工智能、语音图像识别、多媒体互动等金融科技，手机银行整合实现“看”（银行卡、身份证拍照识别）、“说”（语音交互）、“听”（语音播报、无障碍服务）、“思”（语义理解）、“聊”（客户经理视频沟通）、“验”（人脸、声纹认证）等线上智能交互服务方式，有助于提升银行业务和渠道的客户交互能力和服务水平。
三、与互联网公司的合作模式(技术、核心系统、征信、风控)如何调整和创新?职责切分、创新点、合规要点都有哪些?数字化转型网szhzxw.cn
商业银行加强与头部互联网企业的合作，探索共赢的业务模式。总体合作思路：
一是权责明晰、合规经营，坚守业务底线稳健发展；数字化转型网szhzxw.cn
二是生态互补、流量互惠，打造获客活客及数字金融新模式；
三是科技赋能、技术合作，共同探索技术驱动金融新方向；
四是协作共赢、价值共享，实现利益合理分配协同发展新局面；
五是风险可控、信息安全，客户体验及权益保障扎实到位。
总的来说，我们更愿意把互联网企业做为平台生态场景来定位，是一个场景生态，而商业银行发挥专业专注的金融服务优势，同时更加规范地与互联网企业开展合作，最终实现价值共赢。数字化转型网szhzxw.cn
四、科技公司怎样更好地将客群、技术、运营及数字化等优势赋能银行?数字化转型网szhzxw.cn
建设银行在这方面已经有很好的实践。2018年4月18日，我们注册16亿成立了建信金融科技公司，全部研发市场化运作，目前8000余人。数字化转型网szhzxw.cn
一是建信金科有效赋能建设银行业务发展，将金融科技能力成功运用于建设银行数字化经营、智慧金融、智慧生态、乡村振兴等领域。
二是建信金科将建行的领先实践赋能到了其他商业银行等金融机构。这个题目很
大，由于时间关系找机会再交流。
感谢大家聆听，不对之处请批评指正！数字化转型网szhzxw.cn
翻译：数字化转型网szhzxw.cn
The first is from channel thinking to platform ecological thinking. In the past, commercial banks positioned mobile banking and online banking as online channels, mainly for completing transactions and promoting products. The dividend of mobile Internet is gradually disappearing. Where will the increment of bank online business come from in the future? Commercial banks should strengthen cooperation with leading Internet enterprises and explore win-win business models.数字化转型网szhzxw.cn
“The number of mobile banking users of large banks such as industry, agriculture, China and China Construction has exceeded or approached 400 million, and the growth curve of the number of users is slowing down. It is very necessary for commercial banks to focus on online operation and in-depth online services. They need to make good use of user flow, do a good job in value transformation, and make services more intelligent.” On February 26, in the new Financial Union held the “new regulatory environment of the bank’s online finance business challenges and responses” internal seminar, Construction Bank chief information officer Jin Shuanchu said in the keynote speech.
According to Jin, it is urgent for commercial banks to change their thinking of positioning mobile banking and online banking as online channels, which should be adjusted from the following three aspects:数字化转型网szhzxw.cn
The first is from channel thinking to platform ecological thinking. To focus on the production and life needs of users, integrate various ecological scenes, to provide users with one-stop service and consistent experience.
The second is to adjust the transaction online to online management. All kinds of bank apps will be the main battlefield of digital operation of banks. Through “ecological construction and scene construction”, the goal is to “expand users”, and then provide financial products and services for users to meet their all-round needs.数字化转型网szhzxw.cn
Third, compliance management is the premise of digital strategy. Fintech and innovation will no longer be “wild growth”, but should be incorporated into a consistent and comprehensive financial regulatory system.
The following is the full text of Golden Rock’s speech, has been my review.
Under the constraints of strong regulatory environment, how to adjust the digital strategy, business development and department functions of banks?数字化转型网szhzxw.cn
(I) Online is not equal to digital, business should do a good job of digital transformation
In the past, commercial banks positioned mobile banking and online banking as online channels, mainly for completing transactions and promoting products.
Today these concepts need to be adjusted:数字化转型网szhzxw.cn
The first is to adjust from channel thinking to platform ecological thinking.
Because of the diverse and fragmented needs of users today, it is increasingly difficult for independent financial or non-financial services to effectively reach users. To focus on the production and life needs of users, integrate various ecological scenes, to provide users with one-stop service and consistent experience. The digital strategy of commercial banks is to better connect users and transform into ecological platforms. A platform is not simply a channel, but a place where users gather to decide how financial products, services, and scenarios should be offered.
The second is to adjust the transaction online to online management.
All kinds of bank apps will be the main battlefield of digital operation of banks. By “building ecology and setting up scenes”, the goal is to “expand users” (gain customers, stay customers), and then provide financial products and services for users to meet their all-round needs. In this process, the user flow is expanded, so as to generate a large amount of data, support more comprehensive and deeper data mining, and promote the development of bank operation to the direction of intelligence. The digital operation of commercial banks is a process of constantly refining data and improving the capabilities of user operation, platform operation, product operation, content operation, experience and risk control operation.数字化转型网szhzxw.cn
Third, compliance management is the premise of digital strategy.
Fintech and innovation will no longer be “wild growth”, but will be included in a consistent and comprehensive financial regulatory system. Benign financial innovation should adhere to the fundamental purpose of serving the real economy, the fundamental direction of improving the efficiency of financial resource allocation, and the fundamental requirement of preventing and controlling financial risks.
Case 1: Strengthen personal information protection.
Under the background of the Data Security Law and the Personal Information Protection Law, commercial banks coordinate online platforms such as apps, public accounts, mini programs, websites and online banks, and do a good job in personal information protection, such as policy interpretation, agreement revision, “notify-agree-revoke” process optimization and system transformation. We will promote detailed, standardized and systematic personal information protection on online platforms.
Case 2: Network broadcast.数字化转型网szhzxw.cn
In recent years, live events have gradually become one of the channels for online marketing of financial products. The regulatory departments have improved relevant rules and regulations, and drafted documents such as Measures for the Management of Online Marketing of Financial Products. Banking is a franchise industry, and financial products are characterized by strong professionalism, uncertain income, and easy to cause consumer complaints. Commercial banks’ live broadcasting activities have more potential risks, which requires continuous strengthening of management.数字化转型网szhzxw.cn
(2) Digital transformation should be good at using digital concepts to reshape financial business logic
In the digital transformation, commercial banks should adhere to customer-centric, driven by fintech and business innovation, and promote the comprehensive digital transformation of products, marketing, channels, operations, risk control and decision-making and the deep integration of online and offline integration in accordance with the idea of “Internet, data, intelligence and openness”, and reshape the financial business logic with digital concepts.
Case 1: payroll service.
In the past, commercial banks to expand the payroll business may be to help enterprises achieve simple payroll. In the digital age, commercial banks should consider providing enterprises with a series of peripheral digital and comprehensive services centering on payroll, including financial services such as account, payment and settlement, wealth management and financing, as well as non-financial services such as human resource management and tax planning.
Case 2: Mobile banking security control (take transfer payment limit as an example).数字化转型网szhzxw.cn
At present, commercial banks can use the mobile phone number authentication technology provided by mobile operators, combined with other biometric authentication information, to determine the payment limit of customers’ mobile phone banking. The entire certification process is completed online and the customer is unaware. In the next step, commercial banks can use advanced technologies such as device fingerprint and biological probe to build a trusted and safe environment for mobile banking, and subdivide the risk level of customer transactions by integrating data characteristics such as customer use location, common equipment, transaction behavior and operation habits, so as to flexibly realize anti-gambling and anti-fraud limit and transaction authentication.数字化转型网szhzxw.cn
The dividend of mobile Internet is gradually disappearing. Where will the increment of bank online business come from in the future?
Commercial banks will no longer just focus on the growth of the number of online business users, but will focus more on online operations. For example, the number of mobile banking users of large banks such as industry, Agriculture, China and China Construction has exceeded or nearly reached 400 million, and the rapid growth curve of the number of users is slowing down, which corresponds to the characteristics of the gradual disappearance of the dividend of mobile Internet, and fully demonstrates the necessity of commercial banks to focus on online operation and in-depth online services. The online services of commercial banks should make good use of user flow, do a good job in value transformation, and make the services more intelligent.
Case: Mobile banking of China Construction Bank, combining customer transaction behavior data to create a personal mobile banking interface, making intelligent and dynamic adjustment according to user habits, realizing “one thousand faces” personalized products and services as well as accurate delivery of products and information. Using artificial intelligence, speech and image recognition, multimedia interaction and other fintech, Mobile banking integrates online intelligent interactive services such as “look” (bank card and ID card photo recognition), “say” (voice interaction), “listen” (voice broadcasting, barrier-free service), “think” (semantic understanding), “chat” (video communication of account managers), and “check” (face and voice print authentication). It is helpful to improve the customer interaction ability and service level of banking business and channels.数字化转型网szhzxw.cn
How to adjust and innovate the mode of cooperation with Internet companies (technology, core system, credit investigation, risk control)? What are the responsibilities, innovation points and compliance points?
Commercial banks should strengthen cooperation with leading Internet enterprises and explore win-win business models. General cooperation ideas:
First, clear rights and responsibilities, compliance management, adhere to the business bottom line steady development;
Second, ecological complementarity and traffic reciprocity to create a new model of customer acquisition and digital finance;数字化转型网szhzxw.cn
Third, technology empowerment and technology cooperation to jointly explore new directions of technology-driven finance;数字化转型网szhzxw.cn
Fourth, win-win cooperation and value sharing to realize a new situation of rational distribution of interests and coordinated development;
Fifth, risk control, information security, customer experience and rights protection in place.数字化转型网szhzxw.cn
In general, we prefer to position Internet enterprises as the platform ecological scene, which is a scene ecology. While commercial banks give full play to their professional and focused financial service advantages. And carry out more standardized cooperation with Internet enterprises. So as to ultimately achieve win-win value.
How can technology companies better leverage their strengths in customer base, technology, operations and digitalization to empower banks?
China Construction Bank has a good practice in this regard. On April 18, 2018, we registered 1.6 billion yuan and established CCB Fintech Company. Which is fully developed and operated in the market. Currently, we have more than 8,000 employees.数字化转型网szhzxw.cn
First, CCB has effectively enabled the business development of the construction bank and successfully applied its fintech capabilities to the digital operation, smart finance, smart ecology, rural revitalization and other fields of the construction Bank.
Second, CCB Jinke empowers the leading practices of CCB to other commercial banks and other financial institutions. This topic is very数字化转型网szhzxw.cn
Big, due to the time relationship to find the opportunity to communicate.
Thank you for listening. If you are wrong, please criticize and correct!
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