Building the future of banking
Building the future of banking
Chad: No, I think it’s definitely both. You worry because the slightest problem can affect a large clientele. So that’s the downside is you have to make sure you think about resilience in everything you do. And that’s kind of the built-in culture of Chase is that we know we have a very large scale at JPMorgan Chase, and we have to make sure that we always consider that because the smallest impact could have a impact on thousands of customers. And so, we want to make sure that we factor that into everything we do. But it’s also a huge opportunity, because if you can build technology that automatically scales to support one of the largest financial institutions in the world, you can do it anywhere. And I think that’s a challenge that we take on with a badge of honor, that we can build technology that can really scale to the biggest workloads and deliver the best experiences for our customers.
Laurel: Speaking of the future, how do you see the future of banking over the next decade? How will it evolve and what innovations are you passionate about?
Chad: Yeah, that’s a great question. I mean, the future of banking will include new types of products, products that can span traditional lines of business. Maybe credit cards, loans and deposits today may be very different in the future, or maybe you have a product that can cross various products like we have today. today. And so, I see the products themselves evolving in the future. We’re already starting to see some of that in the market today. We’re also seeing products that are going to take greater advantage of intelligent uses of real-time data to respond quickly to the customer, provide them with real-time insights to make them have the most relevant data, to get the most out of their decision-making experience. for their life.
And we want to consider that these can potentially also include alternative experiences. Maybe it’s not a traditional mobile app, maybe it’s an experience embedded in another app, and we need to think about how the products we’re building can deliver other experiences as well. Additionally, we know that major tech institutions will continue to create and offer their own financial products as well. So we need to have platforms that allow us to quickly create, innovate and differentiate the products we bring to our customers, integrating the best use of design and data, and that flexibility and speed of platform ensure that we can always bring the best innovation to our customers.
Laurel: I really like that, creating, innovating and differentiating myself. Chad, thank you so much for being a guest today on the Business Lab.
Chad: Yeah. No, thanks for inviting me, I really appreciate it.
Laurel: This was Chad Ballard, head of global technology platform, consumer and community banking at JPMorgan Chase, with whom I spoke from Cambridge, Massachusetts, home of MIT and MIT Technology Review, overlooking the river Charles.
That’s it for this episode of Business Lab. I’m your host, Laurel Ruma. I’m the global director of Insights, the custom publishing division of MIT Technology Review. We were founded in 1899 at the Massachusetts Institute of Technology, and you can find us in print on the web and at events each year around the world. For more information about us and the show, please visit our website at technologyreview.com.
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This podcast is for informational purposes only and is not intended to provide legal, tax, financial, investment, accounting or regulatory advice. The opinions expressed herein are the personal opinions of the person(s) and do not represent the opinions of JPMorgan Chase & Co. The accuracy of any statements, reported conclusions or quotes is not the responsibility of JPMorgan Chase & Co.