The lending revolution: How digital credit is changing banks from the inside

McKinsey&Company | By Gerald Chappell, Holger Harreis + | Aug 2018

evolution of credit decisions 1024x596 - The lending revolution: How digital credit is changing banks from the inside

Faster credit decisions, vastly improved customer experience, 40 percent lower costs, and a more secure risk profile. Here’s how to get there.

Today in traditional banks, the average “time to decision” for small business and corporate lending is between three and five weeks.1 Average “time to cash” is nearly three months. In our view, these times will soon seem as antiquated and unacceptable as the three weeks it once took to cross the Atlantic. Leading banks have embraced the digital-lending revolution, bringing “time to yes” down to five minutes, and time to cash to less than 24 hours.

That’s the profound result of a top priority for banks around the world: the digital transformation of end-to-end credit journeys, including the customer experience and supporting credit processes. Credit is at the heart of most customer relationships, and digitizing it offers significant advantages to banks and customers alike. For the bank, successful transformations enhance revenue growth and achieve significant cost savings. One large European bank increased win rates by a third and average margins by over 50 percent as a result of slashing its time to yes on small- and medium-enterprise (SME) lending from 20 days to less than ten minutes, far outpacing the competition. Our analysis suggests that a bank with a balance sheet of $250 billion could capture as much as $230 million in annual profit, of which just over half derives from cost efficiencies (such as less “touch time” and lower cost of risk), and the remainder comes from revenue gains (increased applications, higher win rates, and better pricing). In this article, we will look at the six design principles that successful banks have used to build digital-lending capabilities and transform their institutions.

See:  Peer-to-peer lending will help small businesses stay afloat

The variety of digital ambition

As digitization proceeds apace, the dimensions of banks’ digital ambitions vary among segments and products. Digitization is becoming the norm for retail credit processes. Personal-loan applications can now be submitted with a few swipes on a mobile phone, and time to cash can be as short as a few minutes. Mortgage lending is more complex due to regulatory constraints, yet banks in many developed markets have managed to digitize large parts of the mortgage journey. More than one bank has set an aspiration to automate 95 percent of retail underwriting decisions.

Banks are now treating SME lending as a digital priority. The reasons are clear: costs are high, and the opportunities to improve customer experience are significant. Furthermore, both traditional banks and fintechs already offer compelling digital propositions in SME lending, featuring dramatically shorter approval and disbursement times—a key factor for customers when choosing a lender.

Digital is also advancing in corporate lending, though naturally corporate banks are moving with greater caution and less urgency (given the relatively lower transaction volumes in this segment). Rather than reworking the entire customer experience, banks are enhancing common processes—for example, digitizing credit proposal papers and automating annual reviews to improve both time to yes and “quality of yes.”

Some banks’ digital strategies let corporate-transaction approvers focus their time on those clients and deals that matter the most. Low-risk credit-line renewals, for example, can be automated, while valuable human review time is focused on more complex or riskier deals. And data aggregation can be automated so that relationship managers (RMs) have the most relevant data and risk-monitoring scores at their fingertips—including financial performance, industry performance, market and sentiment data, and pertinent news and external risk factors.

Avoiding slow starts and piecemeal results

While most banks are digitizing parts of their business and operations, many are dissatisfied with progress, especially in credit. A few familiar frustrations include legacy IT systems; a general lack of trust in automated decision making; insufficient cooperation between businesses and risk, IT, and operations functions; limited data access; and scarce digital talent. Moreover, there is no single “owner” of the credit process with the discretion to drive change at scale. A number of stakeholders need to align and remain constantly aligned over a prolonged period (two to three years in banks that have executed ambitious programs successfully).

See:  Square partners with eBay to expand lending for ‘underserved’ small businesses

These barriers have caused more than one bank to delay or sidetrack digitization efforts. Programs launched with great executive attention and focus lose momentum as the initial excitement of chief risk and lending officers evaporate. Investments needed to sustain programs are partly or wholly withheld. Incremental changes are sometimes substituted for planned end-to-end transformations.

However, numerous banks successfully digitized the credit journey. In the following pages, we offer the practical lessons that have emerged from these experiences, with special emphasis on SME lending, the area that is currently getting the most attention and investment.

Designing a successful digital lending transformation

Experience has shown that successful transformations rely on some basic principles.

An end-to-end journey but with limited scope

Many banks have found that an end-to-end view of the entire customer journey, including a target state set according to the customer experience, was crucial to success. For example, a Benelux bank redesigned its business-lending process from end to end, allowing it to eliminate numerous handovers. The result was about 30 percent greater efficiency. Without an end-to-end orientation, on the other hand, banks have seen disappointing results. Attempts to improve the credit process piece by piece tend to become incremental, lose customer focus, and miss the big-picture opportunity to deliver a fundamental step change in performance and approach. One Northern European bank found such an opportunity by shifting its focus for SME customers from selling products to fulfilling customer needs. As a result it radically rationalized its lending-product range down to just three simple products, massively reducing complexity. This would not have happened with a piecemeal approach.

While taking an end-to-end view, however, successful banks have learned that it pays to limit the scope of the first wave of the transformation and focus on a minimum viable product (MVP). The MVP is scoped to be substantial enough to drive real value, momentous enough to create excitement within the organization, and simple enough to be designed and implemented rapidly. Improvements can then be made progressively in waves of rapid subsequent releases.

See:  Technology is the ‘most profound force bearing down’ on big banks, ex-Barclays boss says

At one Scandinavian bank, as many as half of all credit decisions concerned SME customers with existing loans seeking additional credit. The bank decided to focus on improving their experience, since the cost to serve them was significant, but the decisions involved were less complex, as most of the necessary data were already available in the systems. Over an intense 20-week period, the bank designed a new end-to-end digital journey, including an online application process, a framework for making new credit decisions, a revised credit process with automated decision making and fast-track handling for simple cases, as well as radically simplified credit-paper and collateral-review processes. Certain features of the new journey were not included in the MVP but scheduled for later releases. This kind of approach avoids too much early-stage complexity so that a transformative solution can be implemented more quickly, establishing momentum for future change.

Building momentum for full automation

With good reason, risk managers can be wary of a fully automated approval process for business loans. Long-standing policies and decision processes often depend on manual reviews and cross-checks. Years of root-cause analysis of defaults and assessments of soft factors have proved reliable but would be missed in an automated approach.

At one bank in central Europe, the long-standing business-lending process features a decision checklist incorporating thousands of criteria and covenants for contracting and disbursement. While time consuming and costly, the process does achieve the desired risk outcome. In fact, risk functions at many banks successfully use experience-based subjective assessments to achieve low default rates. While the accuracy of data-driven model-based decision making continues to improve, risk managers are correct in taking a cautious approach to automation.

Leading banks express this caution in two ways when introducing automation. First, to establish accuracy, many banks test models on past decisions. A bank in Scandinavia ran its newly developed decision engine on all applications from the past five years. The tests proved that the automated engine based on data-driven assessments and a structured credit “decisioning” framework was better at predicting default risk than the subjective human assessments had been—and far more consistent, which was a key factor in approving the model for use on new cases.

Second, banks start small, at first directing only a few cases to the fully automated straight-through digital process flow (sometimes called the “swim lane”). One Northern European bank recently opened the swim lane for fewer than 15 percent of applications, mainly the less complex cases. As the engine proves itself, the bank will gradually increase the flow.

In the most sophisticated examples, about 70 to 80 percent of SME-lending decisions are fully automated, with the remainder referred for credit review, allowing valuable expert time to be focused on complex or marginal cases.

Embrace relationship managers

RMs play an important role in SME lending. Digitization doesn’t replace this. While for some segments it makes sense to steer customers into a mostly self-service approach, successful banks have typically opted for a “multichannel, single application” route for SME lending, where customers can complete digital applications on a shared screen with their RMs. This allows the RM to guide the customer through the process, explain results of automated risk assessments, and quickly ask any follow-up questions required.

See:  How Fintech Is Transforming Microfinance

A Scandinavian bank went this route, for four reasons:

  • in customer testing, it was clear this is what SMEs in the region wanted
  • it allowed the strengthening of RM–customer relationships, and greater cross-selling
  • it allowed the new digital journey to be introduced alongside legacy processes, giving RMs the option of using the old process to give them reassurance (and manage the small number of cases that could not be treated with the new process)
  • the digital solution set the right incentives to discourage discounts and lowered the pressure on RMs (by delivering offers in near real time through the digital process, RMs and the bank could gain market share and margin)

Ultimately, RMs were able to provide loan approval in five to ten minutes about three-quarters of the time; more complex cases are decided in an average of 90 minutes (and not more than 24 hours) following a manual review.

Big data—but not too big

To develop models, many banks have expressed interest in using external data (when legally permissible), including novel sources such as social media. While creative use has been made of unusual data sets, it is usually best to begin with readily available data. Transactional data have proved especially powerful. A number of banks and fintechs have developed tools to process transactions from primary operating accounts line by line, classifying them into detailed revenue and expense items. Advanced analytics can use these rich risk data to generate simplified financial statements, affordability ratios, customer- and supplier-concentration analyses, and so on, in real time. These transactional data offer substantially richer and more up-to-date insights about company performance than out-of-date annual accounts. With the second Payment Services Directive (PSD2) and other open-banking initiatives now coming into force, similar analyses can now also be performed on new customers.

Pragmatic data solutions can create real impact quickly, building momentum for subsequent, gradual data-management improvements.

Ambitious data-aggregation plans or multiyear data-lake projects are rarely good bases for digital-lending transformations. Such plans are frequently abandoned before completion. Successful transformations generally rely on existing data sources, sometimes using imperfect, robotics-based data integration (such as screen scraping) to get started. Recently, a major bank in Southern Europe successfully completed the early stages of its transformation using readily available demographic and behavioral data. That experience shows how pragmatic data solutions can create real impact quickly, building momentum for subsequent, gradual data-management improvements.

More:  Swiss watchdog to propose looser anti-money laundering rules for fintechs

By incorporating regulatory models in their new credit-decision engines, banks can satisfy regulatory requirements in less time and start reaping the benefits of digitization more quickly. A Northern European bank did just this, after applying the existing internal ratings-based system for business lending and building new automated analyses for affordability and cash flow.

The need for an agile approach

The divergent interests of business and risk management—not to mention operations and IT—will create inherent tensions for banks in redesigning credit processes. One Eastern European bank found that its months-long project to simplify the corporate-lending process had made little headway, ultimately due to legitimate but conflicting internal interests. The project became bogged down with individual silos optimizing for their own interests rather than collaborating on optimizing the customer’s experience. It lacked an agile approach.

Agile project delivery is essential for successful credit digitization. The starting point is a set of colocated, cross-functional, full-time, dedicated teams empowered with decision-making authority and tasked to deliver products on deadline in intense bursts of effort called “sprints.”

However, while most executives are actively talking about agile, not many are actually doing it. Worse, we see many firms adopting “cosmetic agile,” where traditional project-management approaches are peppered with agile lingo and walls filled with Post-it notes, but necessary fundamental changes in ways of working are not adopted and organizational commitments are not made.

A common failure is the inability to overcome organizational silos. A cross-functional team with business, risk, IT, and operations is simply essential, for several reasons:

  • collaborating across all functions helps strike the balance of customer-journey and business objectives with robust credit decision making and risk control
  • bringing critical-path IT-development work into the control of the agile team allows rapid iteration and testing of journeys, data integrations, and results
  • maintaining agile’s customer and “time to market” focus helps quickly assess trade-offs and work-arounds for IT and process bottlenecks as well as design solutions that allow rapid value delivery to customers

The agile redesign process is sometimes referred to as a “zero-based” approach. Teams begin with a blank sheet rather than thinking about marginal improvements to the existing process and the restrictions of existing policies. They define the essential mission, often working from the customer backward. This mode of operating can initiate deep changes that exceed incremental process adjustments and see beyond the constraints of legacy systems.

See:  The forces of change are trumping banks and regulators

A further powerful aspect of agile is the iterative, sprint-based approach to developing solutions. Emerging prototypes are continually tested with RMs and usually clients as well. Teams gather their feedback early on, so that less compelling ideas can be quickly discarded and attention focused on experientially successful ideas—which are also revised as needed. The working relationships fostered in agile teams create enormous engagement among colleagues from all areas of the organization, which ultimately translates into better ideas and faster results.

In a best-practice agile example, a leading European bank built a “digital lab” to enhance its credit processes systematically. Business, IT, and risk came together to align on objectives and incentives, while a dedicated organizational unit (the “digital factory”) was empowered to make decisions with quick cross-functional escalation mechanisms. The teams developed a safe IT environment to test changes before reshaping processes on a wider scale.

Continue to the full article --> here


NCFA Jan 2018 resize - The lending revolution: How digital credit is changing banks from the insideThe National Crowdfunding & Fintech Association of Canada (NCFA Canada) is a cross-Canada non-profit actively engaged with fintech, alternative finance, blockchain, cryptocurrency, crowdfunding and online investing stakeholders globally. NCFA Canada provides education, research, industry stewardship, services, and networking opportunities to thousands of members and subscribers and works closely with industry, government, academia, community and eco-system partners and affiliates to create a strong and vibrant crowdfunding and fintech industry. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: ncfacanada.org

Latest news - The lending revolution: How digital credit is changing banks from the insideFF Logo 400 v3 - The lending revolution: How digital credit is changing banks from the insidecommunity social impact - The lending revolution: How digital credit is changing banks from the inside

AiAuthority | Kristina Podnar | Jul 8 2019 It’s hard to overestimate the role of small businesses plays in the American economy: Businesses with fewer than 5 employees account for 62% of all businesses in the U.S. More than half of all Americans own or work for a small business. Small businesses are responsible for two-thirds of all new jobs created each year. When you look at the magnitude of their economic impact, it would be easy to assume that small businesses know exactly what they’re doing and would be the obvious place to look for advice and best practices. The truth, however, is that small businesses power the economy despite lacking the resources of larger organizations: 77% of small businesses rely on the owner’s personal savings for their original funding. Only 40% of small businesses are profitable. The vast majority of businesses that fail, do so because of cash flow problems. Employees of small businesses wear many hats, starting at the top. The owners or leaders of small businesses are typically responsible for three or more of the following functions: operations, finance, sales, marketing, HR, customer service, product development, or IT. When you look at it that way, it’s ...
Read More
digital policy and security - The lending revolution: How digital credit is changing banks from the inside
Canadian Consulate General in Hong Kong | Eunice Wong | July 16, 2019 [INVITATION] Webinar:  FinTech Market and Opportunities in Hong Kong / Canadian FinTech Trade Mission to Hong Kong @ HK FinTech Week 2019 You are invited to attend a Webinar - Hong Kong FinTech Market and Opportunities on July 23, 2019 (Tuesday)  9:00AM - 10:30AM Toronto Time Join us as we discuss the current Fintech Market in Hong Kong. This webinar will cover the following topics: HK Fintech Market and Ecosystem HK Fintech Opportunities HK Fintech Week 2019 as a platform Canadian FinTech Trade Mission to Hong Kong FinTech Week 2019 Speakers: Mr. Charles Ng, Associate Director-General of Investment Promotion, InvestHK Mr. King Leung, Head of Fintech, InvestHK Mr. Musheer Ahmed, General Manager, Fintech Association of Hong Kong See:  Hong Kong being pulled into the 21st Century — digital banking licenses finally arrive Agenda: Event Introduction by Ellen Cao, Ontario government (10 minutes) Hong Kong Fintech Market by InvestHK, Mr. Charles Ng, Associate Director-General of Investment Promotion; and Mr. King Leung, Head of Fintech (30 minutes) Hong Kong Fintech Market by Fintech Association of Hong Kong Mr. Musheer Ahmed, General Manager (10 minutes) Q&A (15 minutes) Government of ...
Read More
Government of Canada Hong Kong - The lending revolution: How digital credit is changing banks from the inside
NCFA Guest Post | July 16, 2019 Every day, new startups are launched and another entrepreneur decides to begin building a business. One of the challenges that startups often face is managing their money effectively. Managing business finances can differ from personal finances as one mistake could trigger several issues in your business. Being as meticulous and accurate as possible is one of many ways to grow finances in a healthy way. It’s also imperative that you keep your expenses low which can be done in numerous ways. On that note, here is how you can manage your finances if you happen to have a new startup. Create a Budget Every business that wants to effectively manage its finances needs a budget. This will give you an accurate idea of what your income and expenses look like so that you’re able to spend wisely and plan effectively. Below, you’ll find a couple of tips for creating a budget. Income: Firstly, you’ll need to write down every source of income that your business has. In the case that you don’t have any income yet, create a financial forecast and estimate how much you think you’ll make. Your goal will be to ...
Read More
Managing finances in a new startup - The lending revolution: How digital credit is changing banks from the inside
Impression Ventures | Christian Lassonde | July 16, 2019 Intro:  NCFA Fintech Confidential spoke with some of Canada’s experienced fintech investors, on their background, how Canada has evolved, what we should be doing, advice to fintech founders and what keeps them awake at night.  This is part 3 of a 4 part series. What is your background, and how did you come to found Impression Ventures? I'm graduated from Western in the mid-90s with two degrees. Comp-Eng and Comp-Sci. I immediately started my own business, excited by the endless possibilities the internet could bring to gaming. I had no idea what I was doing - needless to say, that company didn't work out. But the lessons I learned being a first-time entrepreneur have stayed with me to this day. From there I moved to the Valley, worked for some all-star companies; Electronic Arts, LucasArts, Linden Lab, got an MBA and founded two more businesses, Millions of Us & Virtual Greats. After a decade in the San Francisco area, I moved back to Toronto. After a fourth startup (didn't work out) - I got very interested in the intersection of finance and technology, two businesses sectors Canadian's excel at, but there was ...
Read More
Impression Ventures - The lending revolution: How digital credit is changing banks from the inside
Coindesk |Michael J Casey | Jul 15, 2019 Let’s be clear: It was not the substance of Donald Trump’s tweet that made his critique of bitcoin and Libra so important last week. It should be of no surprise that this US President would declare himself “not a fan” of “highly volatile” cryptocurrencies “based on thin air” that “facilitate unlawful behavior” or that he much prefers a “dependable and reliable” currency “called the United States Dollar!” (Anyone who assumed Trump would be a “drain-the-swamp” libertarian advocate for censorship-resistant money had an ill-informed view of a man whose government is stacked with former Wall Street execs, who opposes free trade and immigration, and takes a draconian approach to a variety of civil rights and social liberties.) What matters is the very fact that a sitting president mentioned cryptocurrencies at all. Indeed, from a price perspective, Trump’s disparaging remarks are, on balance, positive for bitcoin. By Friday evening, the post-tweet price action reflected that. See:  Fintech Fridays Episode 32: Rallying behind Bitcoin with Frederick T. Pye More importantly, the tweet marks a symbolic milestone in the gradual but ever-expanding presence that cryptocurrency occupies in the public conversation around money and policy. It also marks ...
Read More
donald trump not a fan of bitcoin - The lending revolution: How digital credit is changing banks from the inside
Cointelegraph | Helen Partz | July 10, 2019 Global payment giant Visa has recorded its second investment in a crypto project by leading a $40 million funding round of Anchorage startup, according to a Fortune report on July 10. Visa has reportedly led the round along with major cryptocurrency venture capital (VC) firm Blockchain Capital to support institutional-grade crypto custody service Anchorage, which previously raised $17 million in an investment led by Andreessen Horowitz. In the new round, both the amount of Visa’s contribution and Anchorage’s private valuation were not disclosed, the report notes. Both Visa and Anchorage are founding members of Facebook’s cryptocurrency project Libra, which was officially revealed on June 18. See:  Ethereum will match Visa in scale in a ‘couple of years’ says founder As Fortune noted, the recent funding round is the second known investment of Visa in a crypto-related firm, with the payment giant having participated in a $30 million funding round in blockchain startup Chain back in 2015 alongside with Nasdaq and Citi. In late 2018, Chain was acquired by Stellar-focused firm Lightyear. The new funding will be used in Anchorage’s mission to provide an alternative to cold storage-based institutional custodies to ensure the ...
Read More
visa invests in crypto - The lending revolution: How digital credit is changing banks from the inside
The Block Crypto | Frank Chaparro | July 10, 2019 Quick Take The Security and Exchange Commission approved Blockstack’s token offering under Reg A+, an accelerated path for smaller companies to raise money publicly This is the first approval the SEC gave for a token offering, after a series of crackdowns the regulator led against unregistered ICOs it deems as securities The Securities and Exchange Commission (SEC) gave blockchain startup Blockstack the go-ahead today to conduct a $28 million digital token offering under Regulation A+, the first token offering of its kind ever approved by the SEC, according to the firm. The SEC has launched a series of crackdowns on unregistered initial coin offerings (ICOs), with the latest including a dispute with messaging app Kik over its $100 million ICO. Still, Reg A+ offerings have had their own headaches. Reg A+ is a fast track for smaller companies to publicly raise money with less strenuous accounting and disclosure standards than a regular token offering requires. Even so, Blockstack founder Muneeb Ali told the Wall Street Journal that the process is still very long and costly since the SEC had to devise a brand new protocol for token offerings under Reg ...
Read More
Blockstack Reg A token sale 1 - The lending revolution: How digital credit is changing banks from the inside
NCFA Canada | July 6, 2019 JOIN US ON A STORYTELLING JOURNEY EVERY FRIDAY. Ep34-July 6: Accelerating Fintech Growth HOST: Manseeb Khan, Fintech Friday's show host GUEST:  BRENDAN HOLT DUNN, Founder Holt Accelerator, (Linkedin) BIO:  Brendan is an investment guru who has close to 15 years in managing multi-billion dollar asset portfolios. He is currently the CEO of Holdun, a 5th generation family business which offers family office services, wealth management services, trust services, corporate services, concierge services and financial services and was awarded best Multi-Family Office in the Caribbean 2017 for Holdun Family Office. A tech savvy investor, he has made many investments in startups including Stradigi AI, Addepar, Uber, LeAD Sports Accelerator, Sway Ventures, and Falcon 5. He has accumulated five finance and investment certificates to compliment his finance degree from King’s University College. He’s considered by entrepreneurs to be founder friendly. About this episode: On this week's episode of NCFA's Fintech Friday's Podcast, our host Manseeb Khan sits down with Brendan Dunn the Managing partner of the Holt Accelerator program. They talk about why are accelerators are important, how the can find the right companies and what their Fintech Show is. Enjoy! Subscribe and tune in each ...
Read More
FF EP34 Brendan Holt Dunn - The lending revolution: How digital credit is changing banks from the inside
CNN Business | Clare Duffy | July 4, 2019 New York (CNN Business)American lawmakers are concerned that Facebook's Libra cryptocurrency may try to challenge the dollar and are demanding the company stand down. They want Facebook to immediately halt development of Libra until regulators have time to examine the plans and "take action," according to a letter sent Tuesday to the company by a group of lawmakers from the House Financial Services Committee. Chairwoman Maxine Waters, a Democrat from California, first suggested a moratorium on development the day Libra was announced. The new letter represents an escalation of pressure on Facebook's digital currency plans, which have also been scrutinized by regulators around the world. Other interest groups have weighed in, too: More than 30 organizations sent a similar request to Facebook on Tuesday, saying US and foreign regulatory systems are not prepared to address questions about "national sovereignty, corporate power, consumer protection" and other issues raised by the project. The lawmakers said they want to hold public hearings on the "risks and benefits of cryptocurrency-based activities and explore legislative solutions." "Failure to cease implementation before we can do so risks a new Swiss-based financial system that is too big to ...
Read More
libra - The lending revolution: How digital credit is changing banks from the inside
Bicameral Ventures Release | June 27, 2019 TORONTO, June 27, 2019 /PRNewswire-PRWeb/ -- Bicameral Ventures, the fund powering value creation through their "Interconnected Investing" model, announced today a highly strategic investment in Balance aimed at accelerating its growth. The investment brings Bicameral's portfolio to nine projects that are targeting challenges in various layers of the technology stack, with an aim of delivering superior end-user experiences by leveraging the blockchain and associated virtualized technologies. "Most M&A destroys value, especially as the problems centrally-planned corporations are trying to solve grow increasingly complex. Instead, Bicameral has brought together a group of independent yet 'interconnected' projects working at all layers of this novel technology stack, to attack multiple facets of the largest challenges. Balance, with its unique take on institutional grade custody for digital assets and hyper focus on UX and connectivity, provides an important building block in the delivery of unparalleled end user experiences that leverage decentralized technology," said Alex McDougall, Chief Investment Officer, Bicameral Ventures. See:  Crypto Custody: Our Shared Journey Towards Mass Adoption Balance adds another critical component to Bicameral's unique portfolio of highly complementary projects focused on accelerating Web 3.0 adoption. As a key aspect of executing on Bicameral's "Interconnected Investing" ...
Read More
Bicameral and balance - The lending revolution: How digital credit is changing banks from the inside