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> Posted by Ellen Metzger, Consultant
With stories of fintech success and excitement showing up everywhere, it’s hard not to wonder about the place of banks in the financial landscape of the future. Are fintech providers here to stay or are they the buzz of the day?
The chief officer of finance, innovation and payments at Equity Bank in Kenya, John Staley, strongly stands in favor of banks. He recently argued that banks are in it for the long-term and that fintech companies will come and go – or get absorbed by the banking industry.
> Posted by Mark Napier, Director, FSD Africa
The following post was originally published on the FSD Africa blog.
Yesterday, Zambia’s central bank announced it had taken over a commercial bank, Intermarket, after the latter failed to come up with the capital it needed to satisfy new minimum capital requirements. Three weeks ago, a Mozambican bank – Nosso Banco – had its licence cancelled, less than two months after another Mozambican bank, Moza Banco, was placed under emergency administration.
At the end of October, the Bank of Tanzania stepped in to replace the management at Twiga Bancorp, a government-owned financial institution which was reported to have negative capital of TSh21 billion. A week before that, just over the border in Uganda, Crane Bank, with its estimated 500,000 customers, was taken over by the central bank, having become “seriously undercapitalised”. In DR Congo, the long-running saga of BIAC, the country’s third-largest bank, continued in 2016, forced to limit cash withdrawals after the termination of a credit line from the central bank. And in Kenya, Chase Bank collapsed in April, barely six months after the failure of Imperial.
> Posted by Steve Waddell, Principal, NetworkingAction
Financial inclusion is a large systems change challenge – it’s one that integrates a basic new goal into the working of the financial system. This is a very different challenge than simply opening a new branch or even policy reform. What are the implications of large systems change for traditional governance structures? Put another way, if an industry is significantly disrupted, does this affect the way it is governed? I recently dived into the question looking at the impact of financial inclusion on financial sector governance, including central banks. The was done in collaboration with Ann Florini, a governance expert and professor at Singapore Management University, and Simon Zadek, a visiting professor there and Co-Director of the UNEP Inquiry into the Design of a Sustainable Financial System.
The three of us have common interest in how multi-stakeholder processes might impact governance. Such processes in the case of financial inclusion involve business, government and civil society interests. With many diverse parties at the table, and many more such multi-stakeholder processes, is financial sector governance also becoming more multi-stakeholder? We decided to investigate the question of financial inclusion with a descriptive analysis of what has been happening in Kenya. We came to the topic with the understanding that multi-stakeholder process governance in itself is not necessarily good or bad compared with traditional government-dominated governance, but experience might indicate that it is necessary for advancing public good. The Center for Financial Inclusion defines full financial inclusion as:
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> Posted by Center Staff
What do industry leaders feel is the biggest risk facing their institutions in 2016? This question is the focus of the latest Banana Skins report for the financial inclusion sector, Financial Services for All: It’s All about Strategy. The report ranks the top perceived risks facing those providing financial services to un/under-served people in emerging markets. Produced by the Centre for the Study of Financial Innovation (CSFI), and sponsored by Citi and CFI, the study examines the rapidly changing and expanding financial inclusion landscape to better understand how providers view challenges like new technologies, new market entrants, client repayment capacity, and macro-economic risks.
This year’s report, the sixth in the series surveying risks facing the inclusive finance industry, embraces a broader scope than previous editions, which focused exclusively on microfinance institutions. The new report reflects the advances in the provision of financial services to the base of the economic pyramid and encompasses both established providers and newer entrants like commercial banks, technology companies, and telephone and communication companies. A survey with respondents spanning practitioners, investors, regulators, and other industry stakeholders comprise the report’s findings. It’s important to note that in addition to the Banana Skins report series on inclusive finance, there is also a Banana skins report series on insurance and on banking.
So, what were the results?
> Posted by Nadia van de Walle, Lead, Africa Partnerships and Programs, the Smart Campaign
Organizational change doesn’t always start from the top, but if it originates elsewhere, and the change is to last, it’s essential that leadership and management eventually get on board. For years, most of us in financial inclusion have advocated client centricity. If previously unserved client segments are to take up and use products and services for the first time, it’s essential that these products and services meet their needs. But how do institution leaders look at client centricity? I attended the recent Africa Board Fellowship (ABF) seminars in Cape Town, South Africa and joined discussions among financial inclusion CEOs and board members on this topic.
The CEOs and board members participating in the ABF program are from financial service providers offering a range of products and services in countries ranging from Kenya to Burundi to Tunisia and Uganda. On our first day, we discussed client centricity, a trending topic and one of interest to me as a manager of the Smart Campaign. The fellows’ varied experiences and ideas led us to some takeaways:
- Board members and CEOs see a clear business case for client centricity. Participating leaders viewed actively listening to their clients and mapping customer preferences and journeys as imperative for designing better products, building customer loyalty, fostering referrals, and developing competitive advantages.
> Posted by Bruce MacDonald, Vice President, Communications and Operations, CFI
We go to a lot of conferences in this business – some good, some less so. AFSIC, the Africa Financial Services Investment Conference, definitely falls into the former category.
The 3-year-old brainchild of former Botswana Stock Exchange boss Rupert McCammon, the London event draws a mix of debt and equity investors, insurers, quants, fintech angels, consumer lenders, policy mavens, IFIs, MFIs, and other NGOs of various stripe. If your appetite runs to Africa, it’s a generous smorgasbord.
McCammon framed the challenge neatly in his opening remarks: Africa suffers from investment shortfalls of $110 billion annually. He was followed at the podium by Mohamed Kalif, head of financial intermediation at the African Development Bank, who pitched an appealing prospect. Showing images of a drab and undeveloped Shanghai and Dubai in 1990 and comparing them with photos taken last year, each chock-a-block with glittering skyscrapers, he posed the question, “Why not Africa?”
> Posted by Jeffrey Riecke, Communications Specialist, CFI
If you’re plugged into the world of online marketplace lending then you heard this week’s news about Lending Club’s internal scandal which culminated in the resignation of its founder, chairman, and chief executive, Renaud Laplanche. Lending Club, a U.S.-based company, is the first billion dollar online lending marketplace, and Laplanche was viewed by many as the industry’s biggest advocate and one of its pioneers. Accordingly, industry participants and followers are wondering what Lending Club’s news means for the future of the company and the industry. Is this a sign that the promise of marketplace lending is too good to be true?
For dramatic pause, and context, a few facts on what happened. On Monday, after an internal review, Lending Club announced that $22 million in subprime loans sold in March and April of this year to a single investor went against the investor’s expressed terms. Furthermore, certain staff members, including Laplanche, were aware that the loans did not meet the investor’s criteria, and during the review process there was less than full disclosure by staff including Laplanche, which the board deemed unacceptable.