In order to Redesign Banking, we must start from within. In banking, the user journey is often framed around customer interactions. However, the experience of internal users, employees and teams managing operations and client services, is equally critical. Research shows that employee satisfaction directly influences customer satisfaction, creating a ripple effect that impacts loyalty, retention, and overall business outcomes. By prioritizing internal user journeys, banks can empower their staff to deliver exceptional client experiences while fostering a culture of innovation and productivity.
\[1\] The Link Between Employee Satisfaction and Customer Satisfaction
The philosophy that happy employees lead to happy customers is well-documented across industries. Leaders like Herb Kelleher of Southwest Airlines and Richard Branson of Virgin Group have championed this principle, emphasizing that treating employees well reflects positively on clients. As Branson famously said:
"Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients."
This principle applies equally to banking. Studies confirm that satisfied employees are more engaged, productive, and committed to delivering high-quality service. Conversely, stressed or disengaged employees are less likely to provide the level of care and attention clients expect. For banks, fostering employee satisfaction is not just ethical, it’s strategic.
\[2\] **Redesign Banking by Avoiding Pitfalls in Process Digitization**
"If you digitize a shitty process, then you have a digitized shitty process"
This quote underscores the importance of addressing inefficiencies before introducing technology. Many banks rush to automate workflows without considering whether these systems truly support internal users. For example, rigid legacy systems or fragmented communication tools can frustrate employees, leading to inefficiencies that ultimately affect client experiences.
- To avoid this pitfall, banks must map out the internal user journey. This involves
- identifying bottlenecks in workflows,
- redundancies in systems
- and gaps in training or resources.
By understanding how employees interact with processes, from onboarding new clients to resolving service requests, banks can redesign workflows to be intuitive and efficient. Empowered employees are better equipped to provide seamless experiences for customers.
\[3\] Listening to Internal Users: Moving Beyond Surface-Level Feedback
Just as banks gather feedback from clients to improve external-facing services, they must engage internal users to understand their needs. However, a common challenge arises: employees often articulate solutions rather than problems. As Henry Ford famously said:
"If I had asked my customers what they wanted, they would have asked for faster horses."
Similarly, employees might request minor tool upgrades or additional features without addressing the root cause of their challenges.
For instance, instead of asking employees how they want reporting tools improved, banks should explore why current reporting processes are inefficient. Are there too many manual steps? Is data fragmented across systems? By uncovering these underlying issues, banks can develop solutions that empower internal teams, such as unified dashboards or automated workflows, rather than merely patching existing tools.
\[4\] Reimagining Internal Processes with AI Capabilities
Artificial intelligence (AI) offers transformative potential for rethinking internal processes rather than simply automating existing ones. Instead of asking how AI can replace parts of a process, banks should ask:
“If we were designing this process today with our knowledge of AI, would it look the same?”
This mindset encourages reimagining workflows to fully leverage AI’s capabilities.
Here are ways AI can empower internal users:
- Enhanced Decision-Making
AI-powered analytics provide real-time insights that help employees make informed decisions faster.
- Streamlined Operations
Machine learning algorithms predict workflow bottlenecks and recommend adjustments to optimize resource allocation.
By integrating AI into internal workflows from the outset, not as an add-on, banks can create processes that are efficient and adaptive to changing demands.
Could be also interesting: Unlocking the Future: Ways AI and Automation Solve Workforce Demographic Challenges
Conclusion
The user journey in banking must prioritize internal users as much as external ones. By addressing inefficiencies in employee workflows before digitizing them, and leveraging AI capabilities to redesign processes from scratch, banks can empower their teams while enhancing client satisfaction. As Richard Branson demonstrated with his philosophy of putting employees first: treating staff well creates a ripple effect that benefits customers and drives business success.
Today’s banks have an opportunity not just to digitize but to reimagine how they serve both their employees and clients in an AI-driven world.
