Of Michaela Bauer is a member of the board of directors of ČSOB, where she is responsible for technology, innovation, AI and digitalization. Read the interview about how banking processes are changing, how ČSOB uses artificial intelligence and other technological innovations, and the direction in which banking will develop.
>>>>>>>>You have been a member of the Board of Directors of the ČSOB Group since 2021, having previously held various positions across segments.
Was your journey to the Board of Directors a clear goal from the beginning?
I actually got into banking by accident. I had a vision that I gambling data malaysia would do work that would save the world. I studied international relations and diplomacy, and that was the reason why I accepted an internship at KBC, which was based in Brussels. And I wanted to visit Brussels for work. There, I mainly realized that working in a bank is not at all boring and bureaucratic, but that it is a diverse, interesting, fulfilling profession. Already twenty years ago, there were so many interesting people working there who did not meet the layman’s idea of typical bankers at all, that I was simply thrilled.
After the trainee program, I started in the corporate segment.
And I definitely don’t get bored. Quite the opposite. I feel a bit like expanding the brand’s global appeal I change companies every few years. And at one point the company came to the conclusion that the innovation and digitalization agenda was so important for the bank that it should be at the board level. It was an organic development and recognition of the importance of that agenda for the bank.
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You have been working at KBC Group for over 20 years. How have the processes in the banking environment and the expectations of your clients changed over such a long time?
It’s not just a banking issue. Technology is starting to dominate a number of other sectors as well. While we still rely on people, we are now a technology company. There are still, of course, a lot of real, live bankers, but the ratio of people who work in branches versus the ratio of people who are less visible to clients because they are behind the technology somewhere in the background is really changing. It’s increasing in favor of the people who are invisible to clients.
When I look at it internally, it means a thailand data lot of work with people.
At ČSOB, you are in charge of technology, innovation, AI and digitalization. Is it difficult to promote technological innovations in such a conservative environment as a large bank?
Moving a colossus like a bank is of course more challenging than, say, an e-shop. And for regulatory reasons, not everything is easy. But we want to keep up with what clients expect. We used to think how other businesses spoil them, but today we can no longer say that. Technology allows us to accommodate clients, take care of them 24 hours a day, and communicate with them. Time at branches is no longer a minority, opening hours simply do not apply. People want relevant answers at any time, and for us this means a completely new dynamic.
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How do you assess whether a technological innovation in the banking segment has potential and whether it is a “de
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What people may still remember from simple practice – for example, payment stickers that allowed contactless payments. A small card that you stuck to your mobile phone.