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Member since
2006
Writes about
Payments Regulation & Compliance Sibos Retail banking Wholesale banking

Stanley's blog archive

2016 (2) 2015 (3) 2014 (2) 2012 (2) 2011 (2) 2010 (4) 2009 (17) 2008 (12)
stanley epstein
Stanley Epstein

Stanley Epstein

Associate at Citadel Advantage Group
Message Message me Posts: 44 Comments: 55
Bio Stanley is a member and co-founder of Citadel Advantage Group., an international consultancy to the financial services industry that provides specialist services and training in the areas of operations risk mitigation, payments, and liquidity & treasury systems. He operates as SET Training. Career History He holds a Masters degree in Economics and a BCom. degree in Accounting from the University of South Africa. He has over 40 years of banking and IT experience, 33 of which were with the Standard Bank of South Africa where during the 1990s he filled an industry level role holding several key position

Blogs

Innovation in Financial Services

Getting digital banking right

22 Aug 2016

I really am a really big fan of digital banking. Banking digitally is a positive change from the way banking and banking transactions were carried out in the past. I really like the way it has changed my life for the better. I like the way it has given me a new freedom to do my banking when I want to, where I want to and to a large degree how I wan...

Innovation in Financial Services

Is the fintech industry killing mobile payments?

16 Aug 2016

A while back I blogged my concerns about the future of mobile payments; “Why I am worried about the future of Mobile payments”. In essence, the problem that I focused on is this - there are just too many forms of mobile payments being offered by too many organisations and by too many banks. This approach creates confusion. It come about because ev...

2

Innovation in Financial Services

Reflections on the fintech revolution

14 Aug 2015

Have you ever noticed how we move through phases? Looking back over my long career in the world of banking and banking technology, there were always those ‘new’ technologies that kept popping up. They would be the toast of the banking technology world for a while (in those far gone days we did not have names or concepts like ‘fintech’) and then as...

Innovation in Financial Services

Why I am worried about the future of mobile payments

02 Mar 2015

Developments in the mobile payments world have really got me worried. I come across an ever increasing account of different banks and technology companies coming to market each with their own variations of what they call “mobile payments”. To start with the term “mobile payments” is confusing to most, even some seasoned bankers. What the man-in-the...

3

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Stanley is Commenting on

Sibos 2023: Can CBDC replace cash?

  Will CBDCs replace cash? No! Cash is anonymous, not dependent on technology or on regulations that limit currency choice. 

21 Sep 2023 Reply Read article

Banks of the future must maintain human touch

  The human touch is vital. However what we have done these past three decades, is that we have surrendered much of potential human ability to technology. The humans left in banking today have been trapped in little isolated pockets, where suposedly they are experts. Compared to thirty years ago these "experts" are no experts at all. They don't really understand the processes, products and practices that they supposedly are experts in. If this is the type of human touch we are spaking about I am not so sure I want it. Just remember "Little Britian" and "Computer Says No".

22 Mar 2019 Reply Read article

Most banks will be made irrelevant by 2030 - Gartner

  Really? I think not. Too much is placed on "technology", and well lets face it the tech being applied to banking is simply wooden. One or two real innovators out thre will hit the jackpot and that yet unknown innovation may change it all. 2030? Much the same as 2018.  

01 Nov 2018 Reply Read article

Is it true that traditional banks are engaged in self-deception?

  The self-deception in traditional banks (by that I assume that you mean that these banks are also very large) that you so vividly describe is more a result of too many competing entities within a banks infrastructure than a policy of willful blindness or just simple neglect. The end result is the same though. From my own experience some years ago, the product “owners” or business units, who were driven solely by the profit maximization imperative, wanted the very latest technology but had no idea of (and were not really interested in) the critical issues like the technology, the possibilities, the potential barriers and even what the customers really wanted. To add insult to injury there was a huge overlap between the smaller corporate market and the larger SMEs who were serviced by two distinct business units who were more in competition with each other than with the rest of the industry. The internal technology unit, who was responsible for development and delivery, were more often than not overruled by the mythical pot of profits (gold) perceived to be at the end of the corporate rainbow.    

29 Aug 2016 Reply Read article