The partnership between Quantum Metric and U.S. Bank was major part of the conversation on digital transformation in financial services at FinovateSpring in May. Quantum Metric, headquartered in Colorado Springs, Colorado, and founded in 2015, leverages its Continuous Product Design (CPD) platform to enable business, product, and technical teams to build better digital products faster. With partners ranging from Alaska Airlines to Western Union, Quantum Metric helps businesses access the customer insights that guide and inform development process.
We caught up with Michael Hanson, Regional Vice President of Banking and Financial Services at Quantum Metric, to find out what banks and fintechs can learn from Quantum Metric’s experience in collaborating with U.S. Bank. A textbook case of “two great tastes that taste great together,” Quantum Metric and U.S. Bank showed attendees what’s possible when companies with track records of innovation and a shared commitment to collaboration come together.
On the breadth of digital experience in financial services
When you think about digital experiences, it’s more than just a website. It can be a native application. It could be your tablet experience – depending on the demographic. It could be ATMs – ATMs are essentially a branch within a digital device – as well as kiosks in the traditional storefronts and branches that tend to be the bridge between the traditional banking relationship and a digital self-service relationship.
On the value of a company-wide embrace of agile operations
That means that marketing is now going to be agile. So instead of trying to craft some type of new product or new pitch and then releasing it out in the wild and seeing maybe in six months if it worked and delivered … No! We want to launch something, but we want to know immediately, in real-time, (and) understand if it’s working or not working, if there’s an opportunity to drive some type of improvement. It’s literally agile operations, which has been around for decades, but is now being deployed across the organization.
On the challenge of overcoming “technical debt”
There are long-term contracts and on-premises solutions that are baked into current workflows and current processes. And so as you’re learning new tricks, so to speak, (the question is): how do we quickly retool and empower our employees with the technologies that are going to support those new processes and support some of those new tricks that we’re teaching folks?
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