The Banks Dismal Record On Innovation
I’ve worked on and off with senior banking professionals and those that think about their banking since the early 1970s.
In that time, I doubt, I’ve seen much really good clever innovation, that would have been to the benefit of either the banks or their customers.
I’ll start with a classic from the Midland Bank.
I was putting together a finance company in the late 1980s and the Midland Bank were keen to be a source of bulk money. We of course, had a beautiful little spreadsheet in the format of the time, Lotus 1-2-3.
The guy we were dealing with at the Bank, then said that he had no in-house facilities to examine the data. In their wisdom, the bank had provided those with a multi-user system based on a PDP-11, so they could run their own spreadsheets. Unfortunately, there was no way of uploading your data to their system. The guy we were dealing with had actually bought himself an Amstrad PC so that he could run them at home. Needless to say, we didn’t deal with Midland Bank. But what idiot in the bank, decided that PCs were a fad, when virtually all of their customers were thinking of or actually using them to run their own businesses.
The second is from the same time and applies to all of the banks.
My accountant at the time was pretty good and for years, he’d felt that one of the banes of his life was the lack of connection between the banks and small business accounting. His ideas, were that you could put a two digit code on all of your cheques in a space by the numbers along the bottom. You might put 67 for electricity, 68 for gas etc. These would then appear on your statement, so all the accountant would have needed to do was split everything down in his accounting software, especially if it was possible to get the statement in a simple electronic format.
He felt that any bank enhancing their service in this way, would have been very profitable to themselves, as they could have offered a simple accounting service. He did of course realise it would have lost accountants like him a lot of business.
But banks have done nothing to move into this area, which would have seen them offering a simple and much-needed service.
And then there was Lloyds Bank and their Cashpoints.
I was still doing my management accounting work for Lloyds as I was writing Artemis and someone there, asked how the bank could use a system like Artemis. As they were installing Cashpoints here, there and everywhere at the time, I said Artemis would be an ideal system to plan the roll out of the terminals. I did suggest, Artemis might be used to predict the cash flow and generate the budgets for the program.
I was then told that banks didn’t have cash flow problems as they used customers money and anyway, all of the Cashpoints they needed for the several year program, had already been delivered and were sitting in a warehouse somewhere. How about that for good management thinking?
The Management Accounting software I wrote for Lloyds wasn’t revolutionary in its own right, as any decent programmer could have written it, but the methods under it were far from conservative. An outsider, who had been the Chief Accountant of a major company had been recruited to try to get a hand on the bank’s costs.
It was truly innovative, but it never got beyond a trial, which seemed to end, when most of Lloyds’ staff were moved to Bristol.
One day, I’ll write up more on that work, which probably had a major effect on the design of some of the parts of Artemis.
The Anonymous Widower 
My experience of Lloyds suggests to me that they choose most obscure way to organise anything. Had serious problems with basic things like admin around my late aunts account, over which we had POA
Comment by Liz P | March 14, 2013 |