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Business area digitalisation analysis

Banking and credit institutions digitalisation

How to connect customer onboarding, everyday banking, lending, risk, compliance and legacy core systems

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

high
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

88/100
Biggest challenge
Legacy core systems limit the speed of change
Biggest opportunity
Unified customer and banking solutions platform

A highly mature yet still high-potential business area where value is driven by the ability to modernise processes without compromising control and business continuity.

Operating model of banks and credit institutions

Banks simultaneously manage a large flow of daily operations, long-term credit relationships, customer funds, regulatory compliance and complex technological infrastructure.

Large scale of operations

Even a small error or slow process, repeated thousands of times, creates a significant cost or risk impact.

Long system history

Product logic and data are often fragmented across core and specialised systems built at different times.

Control integrated into the service

KYC, sanctions, credit, fraud and operational risk checks are an integral part of customer processes.

Continuous operation requirement

Changes must be implemented without disrupting payments, customer access and critical operations.

Market and technology context

The technology direction in banking is shaped by modular core system architecture, application programming interfaces (API) and event exchange, real-time fraud control, operational resilience and controlled AI use.

  • Core system modernisationBanks are seeking to decouple product, process and channel logic so that changes are faster and less risky.
  • Operational resilienceManagement of critical services, suppliers, incidents and recovery scenarios is becoming an ongoing part of technology planning.
  • Real-time risk controlFraud, identity and transaction signals must be evaluated during the process, not only after the event.
  • Controlled AI useAI is deployed only where data, model version, explainability and human accountability can be managed.

Typical operating process

01

Customer need and identity

The customer, their representation rights, need and appropriate product are established.

02

Data and compliance checks

Documents, beneficiaries, sanctions, risk indicators and consents are verified.

03

Product or credit decision

Rules, models, pricing, expert review and approvals are applied.

04

Contract and activation

Documents are signed, products are created, entitlements and initial states are set.

05

Daily operations and monitoring

Payments are executed, servicing, risk control and customer activity monitoring are performed.

06

Changes, exceptions and closure

Data updates, disputes, contract amendments, breaches and product closure are managed.

Digital maturity model for the business area

0

Manual processes and separate product systems

Customer, product, decision and control information is managed separately, with significant exceptions relying on email, spreadsheets and individual employee knowledge.

1

Fragmented products and manual exceptions

Digital channels are in operation, but customer, product and risk information is fragmented, with complex cases managed via email and separate workstations.

2

Digital core customer journeys

The most common processes are performed online, but their exceptions and data verification still rely on manual actions.

3

Integrated client and process management

Core customer journeys have unified states, documents, decision rules and integrations with core systems.

4

Real-time data-driven banking Typical current situation

Customer, transaction and risk signals are used directly in processes, whilst control evidence is collected automatically.

5

Modular and adaptive banking platform Siektina

Product features, processes and data are managed as reusable services, whilst AI solutions are continuously validated against outcomes and risk.

Key finding

Core banking operations are already digital, so the greatest remaining value lies not in a new channel, but in integrated client, decision and exception processes.

The strategic direction is modular core system modernisation, but the first project must address one clear process and have defined risk controls.

A practical initial scenario – client onboarding, KYC checks, decision, contract and product activation in a single traceable chain.

Related digitalisation topics

Digital client onboardingCredit decision process managementBanking system integrationsOperational resilience in the financial sector
Next step

Assessing opportunities for modernising bank customer processes and systems

An in-depth analysis can be conducted of one critical customer process, including its systems, data, exceptions and control points, to define a realistic first modernisation phase.

Getting started