SANTANDER UK simultaneously with their specialists in any one particular activity .
“ APIs and cloud mean that we can move more flexibly with those integrations , creating that continuity of data and natural efficiency . We ’ ve then got that historic data , a single view of a customer and processes to enable the customer all of which exist in one large system on the Salesforce ecosystem . That ' s how it manifests itself to our colleagues .”
“ As a result of that duplication , some automation and continuity of data that ' s achieved by those technological components , we ' re able to offer a better service to the customer ,” he said .
“ That ' s really what the first phase of our digitisation journey has been about . It ' s been about creating efficiencies . It ' s been about doing what we do already . I don ' t think bankers have got the first principles of banking wrong . We do commercial and corporate banking well , and we ' ve done it broadly right as an industry for a long time . “ I wrote my master ' s dissertation on credit risk management techniques using scale social data and Machine Learning to improve them . But the main ratios we still analyse are the same ones identified in 1906 in the first ever article written about credit risk analysis – the basic techniques haven ' t changed – but how we do it has changed .”
“ The technology we employ has just changed expectations in the business about what ' s possible . It ' s brought technology closer to the businesses , involving all departments far more in the configuration of that technology ,” he said .
Digital strategy Holman commented that legacy core banking systems , with their dependencies and integrations makes change potentially more expensive and slower and involves
“ In digital you have to marry a banker with someone who is aware of and understands the capability of technology . It ' s only when you bring those two together that you can truly make change ”
JONATHAN HOLMAN HEAD OF DIGITAL SANTANDER CORPORATE & COMMERCIAL BANKING