Book

Description

This is not another digital transformation success story. Written by the institution’s former Chairman and CEO, who led the transformation, and a digital-economy scholar, this book offers a rare inside view of how an overseas Chinese-funded financial institution undertook a transformation backed by a billion-dollar commitment in a volatile emerging market—from acquisition and repositioning, through a three-pillar digital retail strategy, organisational rebuilding, regulation and risk, to customer lifetime value and ROI frameworks used to account for every dollar. What stands out is not the frameworks but the decisions: when to shrink before growing; where the first year’s money goes; when to close a branch; how to ask the parent board for money; what to build and what to partner; and what happens if the bank does nothing. The authors do not hide failure. Two post-mortems explain why a digital acquisition campaign mistook downloads for activated customers, and why an automated credit rollout was deliberately delayed by two quarters. For readers: a two-hour executive path (summary, strategy, investment case, Chairman’s Ten Questions); ten practitioner tools; and the scholarly LBDL model with three testable propositions—sequencing, latecomer leverage, cross-border hedge. For bank chairs, CEOs, board members, transformation leaders, chief digital officers, risk and compliance heads, consultants, policymakers, and business-school faculty and students. A decision manual for banking transformation—written from the inside and built to withstand academic scrutiny.