【观点】中国工商银行原行长杨凯生：努力做好数字金融这篇大文章

本文是中国工商银行原行长杨凯生先生在2024年5月25日举办的“金融（科技）行业2024第二届乌镇大会”上所做的主旨演讲。

2023 年中央金融工作会议，把建设金融强国作为推进中国式现代化的一项战略性任务提出来了，明确要求要做好五篇大文章。数字金融就是其中重要的一篇。

我们现在需要进一步加深对这个问题的认识和理解。

著名的银行创新理论的“布道者”布莱特·金（Brett King）把银行的发展历史分成了从 1.0 到 4.0 几个不同的阶段。他认为二百来年的银行史从 1.0 至 3.0 是基于工业化时代的思维和原则建立的，而 4.0 版的银行则是基于数字化时代的发展而创新的结果。按照他的想法，银行 1.0-3.0 阶段与 4.0 阶段在理念上存在着低维度与高维度的差距，在技术能力上存在着人工、半人工与数字化、网络化的代际差距。我们现在且不说布莱特·金的这个分期断代的判断是否完全正确，但当前社会生活的发展和进步，以及经济金融运行中出现的许多新问题、新矛盾确实要求我们认真思考数字化时代的金融，特别是数字化时代的银行，如何才能做到充分并正确地发挥自身的功能性作用，在促进社会经济高质量发展的同时，不断实现自身的转型和提升。 CXO UNION-CXO联盟（cxounion.cn）

我们以往常常说，金融业、银行业总是率先采用人类科技进步最新成果的，金融业的发展是伴随着科学技术创新而实现的。这个说法是有道理的。据说，在全球最先采用计算机技术的就是银行。虽然在这个问题上有一些不同的意见，但有银行在上世纪 50 年代就开始引入和使用计算机进行部分业务处理，这是不争的事实。在我国最早实现局域乃至全国范围内行业性联网，进行业务处理和内部管理的就是几家大型银行。所以从这个角度说，我们可以认为金融业、银行业对新事物的出现是敏感的，其反应是自觉而迅疾的。银行虽然是一个传统行业（从最初的出现至今已有 200 余年的发展历史），但银行并不是一个保守的行业。它是一个对新技术不断吸纳、不断运用的技术含量相对较高的行业。然而我们现在应该意识到的是，以往我们主要是通过技术变革来实现技术进步给金融业所带来的效率的提升。而进入数字化尤其是进入人工智能时代后，我们所面临的除了技术性的变革之外，更重要的是它所带来的金融文化的变革和经营理念的变革。例如我们要意识到目前在数字化大潮中，银行的客户需求正在发生变化，银行的经营环境正在促进金融服务从被动模式转型为主动模式。目前消费、产业、政务几端的运作模式都在升级转型，催生出了一系列新的金融服务需求。大量的互联网平台的出现，促使传统的线下交易聚合至线上平台来进行。平台经济的蓬勃发展必然对数字金融的发展不断带来新的动力和提出新的要求。据有关研究显示，数字经济占我国 GDP 比重已超过 1/3，对 GDP 增长的贡献率更是达到了 70%。在这样的新形势面前，如果金融服务仍是以传统的线下交易为主，坐等客户上门，那必然对客户的洞察力难以提升，无法为客户提供主动融入式的服务。因此，面临当前的形势，金融业、银行业必须通过自身的数字化转型来适应新的数智金融生态。这种转型的主要标志不在于投入的多少（尽管在实现数字化过程中是需要不少投资的），甚至也不完全在于银行业务处理的自动化水平有多高，主要应该看通过金融服务的数字化重构，它对社会经济发展的服务能力有没有提高，提高了多少。在这个过程中，银行必须实现从单品服务向聚合式服务输出的转变，以满足各类平台企业的聚合式场景服务需求；银行必须实现从对客户的服务链接向为客户提供价值创造的转变，通过在金融服务过程中可获得的企业经营数据、资金数据、行为数据等结构性、非结构性数据，迅疾了解上下游产业链客户的需求，更加准确和及时地为客户提供所需要的金融服务；银行还要自觉适应从场景金融向生态金融的转变，主动融入各行业生产要素升级、生产方式变革、生产关系重组的过程，推动数字金融能力向新质生产力转化，从而实现金融服务供给效率的质的提升。 CXO UNION-CXO联盟（cxounion.cn）

总之，要真正做好数字金融这篇大文章不是一件容易的事情。需要从多方面下功夫。现在，方方面面包括各金融机构对加快实现金融数字化转型思想是重视的，工作也是努力的，现在需要注意的是在金融机构加快数字化转型的积极性十分高涨的情况下，对有些问题必须保持清醒的头脑，有冷静的思考。

首先，从客户端来看，在 B 端要更加关注数字金融服务的均衡性问题。中小企业受技术、人力、资金实力等资源相对不足的限制，容易与大型企业在数字化转型方面出现代际差距。这个问题倘若处理不好，会给中小企业下一步的生存和发展带来新的困难。银行业如何通过自身的金融服务帮扶和促进中小企业加快数字化转型，如何通过构建层次更加丰富的数智金融生态来体现数字金融服务的普惠性，这是一个很重要的问题。在 C 端要进一步致力于弥合数字鸿沟。在数字化转型的过程中，不同年龄、不同地域、不同职业群体对于数字化发展成果的接受程度是存在差异的。数字金融的发展不应成为老年人、农村居民等群体获取金融服务的新的障碍。金融机构在数字金融发展过程中，要努力让社会大众都能享受到更智慧、更便捷、更贴心的现代金融服务。这是金融人民性的重要体现。

其次，从监管方面来看，面对数字化经济、数字化金融迅速发展的形势，也有许多亟需解决的问题。例如数据安全和隐私保护问题已经越来越成为一大挑战。除了网络攻击、以及有意无意的数据泄露越来越成为数字化转型过程中的重要隐患之外，其它的技术风险和系统的稳定性问题也须臾不可忽视。目前针对数字金融方面的法律、规章也还不健全，这不仅给金融监管带来了执法依据不足的问题，也给金融机构留下了合规性风险。

再次，从金融机构、银行自身来看，当前除了既熟悉金融又懂得科技和人工智能的复合型人才还是十分紧缺这一大挑战之外，还有一个十分重要的问题就是现在要防止和避免陷入“技术至上”的误区。科技创新、技术进步带来了日新月异的变化，银行当然要不断提升自身对数字化转型、对人工智能的技术研发应用水平，但也不能误以为金融机构的管理以及银行的经营是可以完全依赖计算机程序和算法算力进行的。银行在推进经营管理智能化的过程中，一方面要在技术创新上不断下功夫，一方面也要切实避免简单推行所谓的“员工虚拟化”“员工机器化”，不能忽视对员工队伍的关心和管理，不能忽视对员工服务意识、诚信意识、团队意识的要求和训练。在这过程中，也要防止简单化地过快撤销物理网点，要避免过多过急地减少与客户面对面交流、提供面对面服务的场所。这也许是在金融数字化转型、智能化升级中一个带有一定战略性的问题。 CXO UNION-CXO联盟（cxounion.cn）

翻译：

Yang Kaisheng, former president of Industrial and Commercial Bank of China: Strive to do a good job in digital finance this big article

This is a keynote speech delivered by Mr. Yang Kaisheng, former President of Industrial and Commercial Bank of China, at the Second Wuzhen Conference of Financial (Technology) Industry 2024 held on May 25, 2024.

Photo: Yang Kaisheng, former president of Industrial and Commercial Bank of China

The Central Financial Work Conference in 2023 put forward the construction of a financial power as a strategic task to promote Chinese-style modernization, and clearly required five major articles to be done. Digital finance is an important one. CXO UNION-CXO联盟（cxounion.cn）

We now need to deepen our knowledge and understanding of this issue.

Brett King, the famous “evangelist” of the theory of banking innovation, divides the history of banking development into several different stages, from 1.0 to 4.0. He believes that the history of banking from 1.0 to 3.0 in the past 200 years is based on the thinking and principles of the industrial age, while the 4.0 version of banking is the result of innovation based on the development of the digital age. According to his idea, there is a gap between low dimension and high dimension in the concept of the 1.0-3.0 stage and the 4.0 stage of the bank, and there is an inter-generational gap between artificial, semi-artificial, digital and networked technical capabilities. Now, let’s not say whether the judgment of Brett King is completely correct, but the development and progress of current social life, as well as many new problems and new contradictions in economic and financial operation do require us to seriously consider how finance in the digital era, especially the bank in the digital era, can fully and correctly play its functional role. While promoting the high-quality development of the social economy, it constantly realizes its own transformation and improvement.

We used to say that the financial industry and the banking industry are always the first to adopt the latest achievements of human scientific and technological progress, and the development of the financial industry is accompanied by scientific and technological innovation. That makes sense. It is said that banks were the first to adopt computer technology in the world. Although there are some different opinions on this issue, it is an indisputable fact that some banks began to introduce and use computers for part of their business processing in the 1950s. In China, the first to realize the local and even nationwide industry networking, business processing and internal management are several large banks. So from this point of view, we can think that the financial industry, the banking industry is sensitive to the emergence of new things, and its response is conscious and swift. Although banking is a traditional industry (it has a history of more than 200 years since its initial appearance), banking is not a conservative industry. It is a relatively high technical content industry that constantly absorbs and uses new technologies. However, we should now realize that in the past, we mainly achieved the efficiency improvement brought by technological progress to the financial industry through technological change. After entering the era of digitalization, especially into the era of artificial intelligence, we are facing in addition to technical changes, more importantly, it brings about changes in financial culture and business philosophy. For example, we should realize that in the current tide of digitalization, the customer needs of banks are changing, and the operating environment of banks is promoting the transformation of financial services from a passive model to an active model. At present, the operation mode of consumption, industry and government are upgrading and transforming, which has spawned a series of new financial service demands. The emergence of a large number of Internet platforms has promoted the convergence of traditional offline transactions to online platforms. The vigorous development of platform economy will inevitably bring new impetus and put forward new requirements for the development of digital finance. According to relevant research, the digital economy accounts for more than 1/3 of China’s GDP, and the contribution rate to GDP growth reached 70%. In the face of such a new situation, if financial services are still based on traditional offline transactions, waiting for customers to come to the door, it is inevitable that the insight of customers will be difficult to improve, unable to provide customers with active integration of services. Therefore, facing the current situation, the financial industry and banking industry must adapt to the new digital intelligence financial ecology through their own digital transformation. The main sign of this transformation does not lie in the amount of investment (although a lot of investment is required in the process of realizing digitalization), nor even in the level of automation of banking business processing, but mainly in the digital reconstruction of financial services, whether its service capacity for social and economic development has been improved and how much it has been improved. In this process, banks must realize the transformation from single product service to aggregated service output to meet the aggregated scenario service needs of various platform enterprises. Banks must realize the transformation from providing service links to customers to providing value creation for customers. Through structural and non-structural data such as business operation data, capital data and behavioral data that can be obtained in the process of financial services, banks can quickly understand the needs of customers in the upstream and downstream industrial chain, and provide customers with the financial services they need more accurately and timely. Banks should also consciously adapt to the transformation from scene finance to ecological finance, take the initiative to integrate into the process of upgrading production factors, changing production modes and reorganizing production relations in various industries, and promote the transformation of digital financial capabilities into new quality productivity, so as to achieve the qualitative improvement of financial service supply efficiency.

In short, to really do a good job of digital finance this big article is not an easy thing. Efforts need to be made on many fronts. At present, all aspects, including financial institutions, attach importance to the idea of accelerating the realization of financial digital transformation, and the work is also hard. Now it is necessary to pay attention to the fact that financial institutions are very enthusiastic about accelerating digital transformation, and we must keep a clear head and calm thinking about some issues. CXO UNION-CXO联盟（cxounion.cn）

First of all, from the perspective of the client side, the B side should pay more attention to the balance of digital financial services. Limited by relatively insufficient resources such as technology, manpower and financial strength, smes are prone to an intergenerational gap with large enterprises in digital transformation. If this problem is not handled well, it will bring new difficulties to the survival and development of small and medium-sized enterprises in the next step. How the banking industry can help and promote the digital transformation of small and medium-sized enterprises through its own financial services, and how to reflect the inclusive nature of digital financial services by building a richer digital intelligence financial ecology is a very important issue. Further efforts to bridge the digital divide are needed at end C. In the process of digital transformation, there are differences in the acceptance of digital development achievements by different ages, regions and occupational groups. The development of digital finance should not become a new barrier for the elderly, rural residents and other groups to access financial services. In the process of digital financial development, financial institutions should strive to enable the public to enjoy smarter, more convenient and more intimate modern financial services. This is an important manifestation of the people’s nature of finance.

Secondly, from the perspective of supervision, in the face of the rapid development of digital economy and digital finance, there are also many problems that need to be solved. For example, data security and privacy protection are increasingly becoming challenges. In addition to cyber attacks and intentional and unintentional data leaks becoming an important hidden danger in the process of digital transformation, other technical risks and system stability issues can not be ignored. At present, the laws and regulations for digital finance are not perfect, which not only brings the problem of insufficient law enforcement basis for financial supervision, but also leaves compliance risks for financial institutions.

Thirdly, from the perspective of financial institutions and banks themselves, in addition to the challenge that compound talents who are familiar with finance and understand science and technology and artificial intelligence are still in short supply, there is also a very important issue that is now to prevent and avoid falling into the misunderstanding of “technology first”. Scientific and technological innovation and technological progress have brought about rapid changes. Of course, banks should continuously improve their level of digital transformation and artificial intelligence technology research and development and application, but they should not mistakenly think that the management of financial institutions and the operation of banks can be completely dependent on computer programs and algorithm-based computing power. Banks in the process of promoting intelligent operation and management, on the one hand, we should continue to work hard in technological innovation, on the other hand, we should effectively avoid simply implementing the so-called “employee virtualization” and “employee mechanization”, we can not ignore the care and management of the staff, we can not ignore the requirements and training of employees’ service consciousness, integrity consciousness and team consciousness. In this process, it is also necessary to prevent the removal of physical outlets too quickly, and to avoid too much and too quickly reducing the places to communicate with customers face-to-face and provide face-to-face services. This may be a strategic problem in the digital transformation and intelligent upgrading of finance. CXO UNION-CXO联盟（cxounion.cn）

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于国民财富发展研究合作平台；编辑/翻译：CXO UNIONCXO联盟小U。

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