DBS BANK LTD: HOW TO ACCELERATE DIGITALIZATION

PGPMX BATCH 18 (BATCH 2)

GROUP 6

ABHISHEK PATTANAYAK

ROLL NO: 2022B2PGPMX001

SAMEER PARADKAR

ROLL NO: 2022B2PGPMX016

Classification: Internal
 1. How should Sreeraman increase awareness of DBS digital assets
among existing customers?

Keep working on KPI driven environment and make sure KPI are aligned with bank strategy.

A top priority was changing mindset of 500+ customer representatives which can be
accomplished in part by enlisting the employees to collaborate in the creation of unit’s KPI.

Regular review by management to ensure the refining od unit metrics as a nature of engaging
with customer changes.

By improving the inhouse product and process training to ensure customers are well guided
and the issues are getting resolved in less time.

Classification: Internal
 2. How should Sreeraman increase the usage of DBS’s digital channels?


The use of technology to engage the staff, improve efficiency and enhance the customer
experience.

Increase the use of chat and chatbots to handle simple banking issues and calls meant for
complaining banking issues.

To understand speech analytics, not to punish poor performance but to understand both the
challenges faced by call centre and staffs and customers.

Enhancing the internal data capabilities to facilitate real time management in a data driven way.

Classification: Internal
 3. How should Sreeraman further digitalize the Customer Centre?

 It won’t be just about technology, it will be about people. Most managers think their employees are unable
to keep pace with future skill needs. Skill shortage will prove to be one of the main barrier to digital
transformation.
 AI and machine learning will increase the productivity by staggering 40% by 2035 as mentioned by
Accenture.
 XaaS (Everything as Service) will continue to dominate inhouse solutions, companies will increasingly
look to cloud based third party applications and services to do the work for them rather than upskilling
current employees or hiring from a shrinking labor pool.
 Artificial Intelligence will fill the IT skills gap.
 The 59 transformation will super change the digital transformation.

Classification: Internal
 4. How can the Customer Centre become a driver of
value creation?
 Beginning in 2014-15, improvements to customer centre at DBS exemplify the shift taking
place within the organization at large.
 DBS use of chat service for minor issues has lessen the solution time and customers rely on
calls only for major banking issues.
 DBS uses speech analytics to understand customer and staff issues which resulted in high
customer satisfaction.
 As DBS’s recent accolades suggest, the bank has been successful in aligning its performance
management system.

Classification: Internal
 5. What opportunities does the ongoing COVID-19 pandemic present for
DBS?

 The government of Singapore imposed a lockdown which excluded essential banking

services.
 Digitalization helped organization to run effortlessly in Covid-19 pandemic.
 Customers are relied upon digital services more than going to branch.
 Customers aged 55 or more who are reluctant to use digital service are now appreciating the
use of digitalization.

Classification: Internal
 6. What challenges does the ongoing COVID-19 pandemic present for
DBS?

 Bank facing difficulty to manage the type of customer who still needed hand
holding in banking services.
 Once Covid-19 eases new adopters of digital ways were not ready to move back to
old ways.

Classification: Internal