Ideas in Brief
This chapter sheds light on the understanding and the proposed impact factors of new banking imperatives. It demonstrates that traditional banks located in developed countries should show increased interest in partnering with institutions from developing markets. Banks in India versus Germany operate in very different environments. However, to some extent, they face the same challenges of global banking transformation. By comparing India and Germany, mutual interrelations are analyzed according to a set of proposed impact factors. Through providing an in-depth view on the impact of future success factors in banking, we contribute to the discussion about the transformational forces for banking institutions and point to potential opportunities. We identified opportunities in each other’s home market to support growth. Further, we point to the fact that sharing best practices, for example, with regulation could improve each other’s efficiency. Moreover, we see indications for further consolidation by foreign players in India.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Bibliography
Accenture. (2012). Banking 2016: Accelerating growth and optimizing costs in distribution and marketing. Retrieved June 1, 2015, from https://www.accenture.com/lv-en/insight-banking-2016-next-generation-banking-summary.aspx
Accenture. (2013). Banking 2020: Capturing emerging opportunities. Retrieved June 1, 2015, from https://www.accenture.com/hk-en/insight-capturing-emerging-opportunities-banking-summary
Accenture. (2015). The everyday bank: A new vision for the digital age. Retrieved December 17, 2015, from https://www.accenture.com/t20150714T065456__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Strategy_6/Accenture-The-Everyday-Bank-A-New-Vision-for-the-Digital-Age.pdf#zoom=50
ACI Universal Payments. (2014). Fighting online fraud: An industry perspective. Retrieved July15, 2015, from http://www.aciworldwide.com/-/media/files/collateral/fighting-online-fraud-an-industry-perspective-volume-3-us-5227-1213.pdf
Adhikari, A. (2013, December 8). India’s best banks 2013. BusinessToday. Retrieved July 1, 2015 from http://businesstoday.intoday.in/story/hdfc-bank-aditya-puri-on-rural-banking-scope-future/1/200612.html
Aggarwal, N. (2006). Roadmap to successful core banking system replacement: Critical success factors and best practices. Retrieved July 20, 2015 from http://www.researchandmarkets.com/reports/1056130/roadmap_to_successful_core_banking_system.pdf.
Banerjee, A., Bandyopadhyay, T., & Acharya, P. (2013). Data analytics: Hyped up aspirations or true potential? Vikalpa: The Journal for Decision Makers, 38(4), 1–11.
Bhagat, A. (n.d.). Membership: Member showcase. Retrieved July 15, 2015, from http://www.nasscom.in/abhishek-bhagat-yes-bank
Borchersen-Keto, S. (2014). CMBS market boosted by positive fundamentals as 2014 comes to close. Retrieved July 27, 2015, from http://www.reit.com/news/articles/cmbs-market-boosted-positive-fundamentals-2014-comes-close
Bouvier, P. (2015). Banking is Fintech, like it or not. American banker. 11/2/2015, 180 (169).
BusinessToday. (2015). India’s best banks. Retrieved July 22, 2015 from http://businesstoday.intoday.in/story/best-indian-banks-2014-listing-kpmg-study-hdfc-uco-yes-bank/1/213958.html
Chakrabarty, K. C. (2009). Banking and finance in India – Developments, issues and prospects. Retrieved July 1, 2015 from http://www.bis.org/review/r090902e.pdf
Chakrabarty, K. C. (2013). Transformation of DFIs into commercial banks – the case of the IDBI and the role of employee unions. Retrieved July 1, 2015 from http://www.bis.org/review/r131002f.htm
Chatterjee, S. (2015). Foreign private banks plan India headcount boost in revival of growth push. Retrieved July 27, 2015 from http://www.reuters.com/article/2015/02/16/india-banks-wealth-idUSL4N0VK27J20150216
Clozel, L. (2015). Nonbanks, tech firms poised to steal banks’ business. American Banker. 10/2/2015. 180 (F338)
Crowston, K., & Myers, M. (2004). Information technology and the transformation of industries: Three research perspectives. Journal of Strategic Information Systems., 13, 5–28.
Dapp, T. F. (2014). Deutsche Bank Research (Ed.): Fintech–Die digitale (R)evolution im Finanzsektor: Algorithmenbasiertes Banking mit Human Touch, Frankfurt, September 23, 2014.
Dapp, T. F. (2015). Deutsche Bank Research (Ed.): Fintech reloaded – Traditional banks as digital ecosystems: With proven walled garden strategies into the future, Frankfurt, June, 9, 2015
Dash, M., Bhusan, P., & Samal, S. (2014). Determinants of customers’ adoption of mobile banking: An empirical study by integrating diffusion of innovation with attitude. Journal of Internet Banking and Commerce, 19(3), 1–21.
Deloitte. (2014). Deloitte’s 2014 global outsourcing and insourcing survey. Retrieved July 29, 2015 from http://www2.deloitte.com/content/dam/Deloitte/us/Documents/strategy/us-2014-global-outsourcing-insourcing-survey-report-123114.pdf
Deutsche Bank. (n.d.). Deutsche Bank in India. Retrieved July 19, 2015 from https://www.db.com/india/
DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Collective rationality and institutional isomorphism in organizational fields. American Sociological Review, 48(2), 147–160.
ECB. (2014). Banking structures report. Retrieved June 1, 2015, from http://www.ecb.europa.eu/pub/pdf/other/bankingstructuresreport201410.en.pdf
Everest Group. (2015). Banking BPO annual report 2015 – Heavy on technology, low on people – Future of banking BPO. Retrieved June 1, 2015, from https://research.everestgrp.com/Product/EGR-2015-11-R-1466/Banking-BPO-Annual-Report-2015-Heavy-on-Technology-Low-on-Peo
EY. (2014). Global consumer banking survey 2014: Winning through customer experience. Retrieved June 1, 2015, from http://www.ey.com/GL/en/Industries/Financial-Services/Banking---Capital-Markets/Global-consumer-banking-survey-2014
EY. (2015). Transforming banking for the next generation. Retrieved June 1, 2015, from http://www.ey.com/GL/en/Industries/Financial-Services/Banking---Capital-Markets/EY-transforming-banking-global-banking-outlook-2015
Federal Bank. (2015). Value added services. Retrieved June 1, 2015, from http://www.federalbank.co.in/value-added-services
FICCI. (2010). Indian banking system: The current state & road ahead. Retrieved July 1, 2015 from http://www.ficci.com/Sedocument/20043/FICCI_Annual_Survey_on_Indian_Banking.pdf
FrankfurtRheinMain. (n.d.). In Germany since 2008 Indian ICICI Bank. Retrieved July 20, 2015, from http://www.frm-united.com/en/press/best-practices/best-practice-icici-bank.html
Fuschi, D., & Tvaronaviĉiené, M. (2014). Sustainable development, big data and supervisory control: Service quality in banking sector. Journal of Security & Sustainability Issues, 3(3), 5–14.
Gauba, R. (2012). The Indian banking industry: Evolution, transformation & the road ahead? Pacific Business Review International, 5, 85–97.
Gopakumar, G. (2013). RBI releases guidelines for foreign bank subsidiarisation. Retrieved July 4, 2015 from http://www.moneycontrol.com/news/cnbc-tv18-comments/rbi-releases-guidelines-for-foreign-bank-subsidiarisation_984315.html
Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49, 149–164.
ICICI. (2014). ICICI Bank participates in Pradhan Mantri Jan Dhan Yojana, Retrieved July 14, 2015 from http://www.icicibank.com/aboutus/article.page?identifier=news-icici-bank-participates-in-pradhan-mantri-jan-dhan-yojana-20142808125622348
Kashyap, M., Kumar, S. (2013). Foreign banks in India: At an inflection. Retrieved June 23, 2015 from http://www.pwc.in/assets/pdfs/publications/2013/foreign-banks-in-india.pdf
Khanna, S. (2014). The bank of the future.Retrieved June 1, 2015, from http://www.mckinsey.com/insights/financial_services/the_bank_of_the_future
Kovner, A., Vickery, J., & Zhou, L. (2014). Do big banks have lower operating costs? Economic Policy Review, 20, 1–27.
KPMG. (2013). 2013 banking industry outlook survey: Regulatory change spans the enterprise. Retrieved July 10, 2015 from http://www.kpmg.com/US/en/topics/Documents/banking-outlook-survey-2013a.pdf
KPMG, FICCI. (2007). India and Germany: Two great countries engaging to take economic relations to a new level. Retrieved June 28, 2015 from http://www.going-global-edu.in/all-pdfs/India_Germany_kpmg1.pdf
Lin, C.-W. (2015). User purpose analysis for mobile banking service. Journal of Testing & Evaluation, 43(3), 702–710.
Lonie, S., & Wagener, I. (2013). Transformational banking from transformational relationships: Case study of a bank and mobile network operator partnership. Journal of Payments Strategy & Systems., 6(4), 333–344.
Lotfizadeh, F., & Ghorbani, A. (2015). A multi-dimensional model of acceptance of mobile banking. International Journal of Management, Accounting and Economics, 2(5), 414–427.
M&A Market. (2015). Habib Bank Limited looking to acquire “significant shareholding” in First Microfinance Bank Limited. Retrieved July 29, 2015 from http://mamarket.blogspot.de/2015/04/habib-bank-limited-looking-to-acquire.html#gsc.tab=0
Marinč, M. (2015). The future of banking: The role of information technology. Bančni vestnik: BANKING SECTOR AT THE CROSSROADS: CHALLENGES FOR THE FUTURE. Forthcoming.
Mersch, Y. (2015). The future of banking – A central banker’s view. Retrieved June 1, 2015, from https://www.ecb.europa.eu/press/key/date/2015/html/sp150310.en.html
Möglich, A.-K., Raebel, R. (2014). Kreditfonds – ein Marktüberblick. Retrieved July 27, 2015, from http://www.hedgework.de/617.html
Mundra, S. (2015). Indian banking sector: Emerging challenges and way forward. Retrieved June 26, 2015, from https://www.rbi.org.in/Scripts/BS_SpeechesView.aspx?Id=955
Pillai, R. S., Jacob, M. (2015). Core banking transformation: 2012 and beyond. Retrieved July 23, 2015 from http://www.infosys.com/finacle/solutions/thought-papers/Documents/core-banking-transformation-2012-and-beyond.PDF
PwC. (2011). Capital markets in 2025: The future of equity capital markets. Retrieved June 1, 2015, from http://www.pwc.com/capitalmarkets2025
PwC. (2014). Retail banking 2020: Evolution or revolution? Retrieved June 1, 2015, from http://www.pwc.com/gx/en/banking-capital-markets/banking-2020/
PwC. (2015). Logging into digital banking: Creating access, transforming lives. Retrieved June 22, 2015 from https://www.pwc.in/en_IN/in/assets/pdfs/publications/2015/logging-into-digital-banking.pdf
Rindova, V. P., & Kotha, S. (2001). Continuous “morphing”: Competing through dynamic capabilities, form, and function. Academy of Management Journal, 44(6), 1263–1280.
Romanelli, E., & Tushman, M. L. (1994). Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal, 37(5), 1141–1166.
Rosingh, W., Seale, A., & Osborn, D. (2001). Why banks and telecoms must merge to surge. Retrieved June 1, 2015, from http://www.strategy-business.com/article/17163?gko=4cda6
Ruhr-Universität Bochum. (2014). Wozu braucht man (noch) Banken? Retrieved July 12, 2015 from http://aktuell.ruhr-uni-bochum.de/pm2014/pm00059.html.de
South Indian Bank. (2015). Value added services. Retrieved June 1, 2015, from http://www.southindianbank.com/content/viewContentLvl2.aspx?linkIdLvl2=16&linkId=16&sec=1
The Economist Intelligence Unit. (2015). Future factors: The 3 Rs of retail banking: Regulate; revise; re-envisage. Retrieved July 20, 2015, from http://www.economistinsights.com/financial-services/analysis/future-factors-2015
Tushman, M. L., & Romanelli, E. (1985). Organizational evolution: Interactions between external and emergent processes and strategic choice. Research in Organizational Behavior, 8, 171–222.
Vater, D., Cho, Y. & Sidebottom, P. (2015). The digital challenge to retail banks. Retrieved December 17, 2015 from http://www.bain.com/Images/BAIN_BRIEF_Digital_challenge.pdf
Venkatesh, S. G., Ghosh, A. (2013). Top 10 challenges banks face when implementing core banking transformation. Retrieved July 4, 2015 from http://www.infosys.com/finacle/solutions/thought-papers/Documents/Top10-%20Challenges.pdf
Virk, S., & Pahuja, A. (2012). An empirical analysis of factors affecting the adoption of e-banking services. Journal of Commerce & Accounting Research, 1(2), 38–45.
Wharton. (2015). Financial inclusion in India: Moving beyond bank accounts. Retrieved July 8, 2015 from http://knowledge.wharton.upenn.edu/article/financial-inclusion-india-aims-move-beyond-bank-accounts/
Wischnevsky, J., & Damanpour, F. (2006). Organizational transformation and performance: An examination of three perspectives. Journal of Managerial Issues, XVIII, 104–128.
World Bank. (2015). World Bank group support to transformational engagements. Concept Note. Retrieved in March 2015 from http://documents.worldbank.org/curated/en/2015/03/24307303/concept-note-world-bank-group-support-transformational-engagements-ieg-category-ii-learning-product
Wright, G. (2015). The transformers. Global Finance, 29(8), 29–38.
YES Bank. (n.d.). YES BANK’s technology edge. Retrieved July 16, 2015, from https://www.yesbank.in/about-us/technology-edge.html
Zollo, M., & Singh, H. (2004). Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in US bank mergers. Strategic Management Journal, 25, 1233–1256.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Copyright information
© 2017 The Author(s)
About this chapter
Cite this chapter
Schmitt, M.G., Gautam, T. (2017). Transformation of Banking Institutions: Comparing Germany and India. In: Ellermann, H., Kreutter, P., Messner, W. (eds) The Palgrave Handbook of Managing Continuous Business Transformation. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-60228-2_7
Download citation
DOI: https://doi.org/10.1057/978-1-137-60228-2_7
Published:
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-60227-5
Online ISBN: 978-1-137-60228-2
eBook Packages: Business and ManagementBusiness and Management (R0)