Have you ever been in a leadership meeting and had a question about some of the information being presented? If you are just looking at a report or presentation, there’s often no way to instantaneously answer the question behind the question “What’s driving that number?”
Usually, the answer is deferred until a subsequent report can be prepared. This extended process can delay or even diminish the ability to make a decision. The cost to the organization both in personnel and opportunity can be significant. This is what we call the “Cost of Curiosity”.
The Difficulty of Getting Actionable Information
The which creates manual obstacles to getting the information. It’s difficult to find trending information that is consistent across operational departments. So, why do institutions have such difficulty using BI in a timely fashion? Because banks are typically organized into cross-functional departments, the leadership depends on each area to provide specific information. The result of this scenario is that decisions are often based on what leaders think they know, but their information is days or weeks old. Key performance indicators are reviewed monthly at best, which reduces their effectiveness.
Curiosity Carries a High Cost
All this means that the curiosity above, i.e. the question behind the question, comes at a high cost, compared with the benefits of having timely and relevant data at your fingertips. Then there’s the cost of making the wrong decisions. Your executives may not even realize they have done so until a cycle or two later because it takes so long to get the right data needed to change tactics.
Here are two examples of financial organizations that made this approach work:
#1: Bank A was preparing to raise $10M in CDs by offering a special rate but was concerned that they would cannibalize their current portfolio, which had $8M renewing. By utilizing a BI platform, the bank determined they could start the offering on the 8th of the month, which in turn would only expose $500K to the “special offering” pricing.
This enabled the bank to renew existing accounts at market rate, then add new money at a high rate to match funding for their commercial division. The action saved the bank 50 basis points over two years and avoided potential interest expenses of over $75,000.
#2: Bank B used BI to study the discounts its private bankers were offering to customers, according to . Bankers claimed that they offered the discounts only to valuable clients, and that they more than made up for them with other, high-margin business. The analytics showed something different, however, with patterns of unnecessary discounts that could easily be corrected. After the unit adopted the changes, revenues rose by 8% within a few months.
As seen above, when and reduce the overall cost. Most banks spend a significant amount of money on trying to recruit the right people to solve this problem, but that doesn’t change where the data comes from or how they access it. It’s not a fixed cost, either, so as your organization grows, the problem increases—and so does the expense.
The Benefits of Being Data-Driven
The way to resolve this issue is to become a data-driven institution, with:
- Consistent reporting across all systems, delivered in the format you need.
- Good productivity and data integrity, through reduced manual data entry at all levels.
- Performance analysis through trending, based on multiple criteria.
- Data usage to predict the impact of market changes.
- Decision-making based on real-world, up-to-date information.