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Business area digitalisation analysis

Digitalisation of financial intermediation and broker services

How to connect a prospective client, needs analysis, product comparison, documents, partners and commissions

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.

medium
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.

76/100
Biggest challenge
Needs and suitability analysis is not structured
Biggest opportunity
Unified customer need and partner offer process

High-potential business area where a well-designed process platform can significantly increase consultant capacity without losing personal relationships.

Operating model for financial intermediaries and brokers

Intermediaries collect client needs, compare terms from multiple financial service providers, coordinate documents and decisions, and receive income from commissions or consultancy.

Multi-partner process

The same client need is assessed against different product rules, forms and decision timelines.

Importance of consultative trust

Technology must help substantiate the recommendation, but cannot replace the understanding of the client's situation.

Large volume of documents

Financial, asset, income, contractual and other documents are collected and verified in multiple stages.

Commission-based economy

Revenue depends on accurate contract, partner, product, adjustment and disbursement reconciliation.

Market and technology context

Brokerage digitalisation is driven by client self-service, structured suitability assessment, document analysis, partner APIs and clearer comparison of offers.

  • Structured consultationConsultation quality is increasingly based on traceable needs, suitability and recommendation logic.
  • Partner integrationsAPIs or managed data exchanges reduce re-entry and enable faster access to decision statuses.
  • Secure client document processClients expect to see missing documents, offers, contracts and statuses in one place.
  • Commission transparencyAutomated reconciliation of partner reports becomes important as the volume of products, consultants and adjustments grows.

Typical operating process

01

Enquiry and client qualification

The need, product category, urgency and consultant responsibility are established.

02

Needs and suitability analysis

The client's objectives, financial position, constraints and recommendation criteria are structured.

03

Document collection

The client submits required documents to partners, and gaps are checked before submission.

04

Applications to partners

Data is transferred to selected providers, statuses, queries and decisions are received.

05

Comparison and selection of proposals

Prices, fees, terms, exceptions and suitability arguments are normalised.

06

Contract, commissions and ongoing relationship

Contract status, partner payment, consultant fee, updates and new needs signals are managed.

Digital maturity model of the business area

0

Enquiries, documents and partner statuses managed manually

Client needs, documents, partner applications, offers, decision statuses and commissions are kept in email, portals and separate spreadsheets.

1

Brokerage managed via email and spreadsheets

Enquiries, documents, partner statuses, offers and commissions are kept in separate files and employee mailboxes.

2

CRM with separate partner processes

Potential clients are registered in the system, but documents, applications and decision statuses are still managed across different channels.

3

Integrated client and proposal process Typical current situation

Needs analysis, documents, partner submissions, proposals, contracts and tasks are managed in a single process platform.

4

Data-driven consultancy operations Siektina

Consultants see conversion, partner speed, proposal quality, commission differences and timely client needs signals.

5

Platform-based financial intermediation

Client data is reused with their consent, partner proposals are received in a structured manner, and AI helps verify documents and prepare explanations.

Key conclusion

A financial intermediary's competitive advantage arises from quality consultancy, yet today too much consultant time is consumed administering data, documents and partner statuses.

A practical first stage is a structured needs analysis and a single product partner offer process, rather than integrating all partners at once.

The client portal must show actual document, offer and contract status; a file upload function alone will not eliminate internal manual work.

Related digitalisation themes

Financial broker client and process platformDigital needs and suitability assessmentFinancial proposal comparisonPartner integration solutions
Next step

Assessing the opportunities for digitalisation of the financial intermediation process

A single product group can be analysed to examine the client, document, partner, proposal and commission process, and define a realistic first version of the platform.

Getting acquainted