The platform economy marks a strategic shift in banking

Shift to modular, integrable and collaborative offerings

Hello Mr. Schütz, in your opinion, what is currently delaying the operational implementation of modern platform strategies in the banking environment?

Platform economy signifies that value creation is increasingly organized through networked, dynamic ecosystems. Platforms create new customer access points, combine services from different providers and establish technological standards many customers have long taken for granted. Therefore, when we talk about platforms, we refer to more than just a new sales channel. They represent a fundamental shift from product-centered thinking to creating modular, integrable and collaborative offerings that fit various usage contexts.

The challenge for most banks lies in the fact that they operate within structures built over decades – technical, organizational and regulatory. These systems are designed for stability and security rather than flexibility or open interfaces. This is precisely the core conflict: platform logic requires modularity, yet many existing systems are not designed for integration. There is also the strategic question of the customer interface: in which areas should we maintain direct contact and where is it sensible to open it through platforms or partners? This is not a purely technical decision but relates closely to our self-image as a bank.

Nevertheless, I see platforms as a significant opportunity to develop banking consistently in line with our customers’ expectations.

Platform economy as an opportunity in the value creation process

How can platforms significantly simplify or accelerate processes in the coming years and what specific opportunities will this create?

Above all, platforms provide the chance to consistently rethink processes from the customer’s perspective. They enable services that are no longer isolated but connected, integrated and adapted to specific use cases.

The opportunity lies in no longer keeping value creation solely internal. Instead, it can be shared with others in a targeted manner where this makes sense for customers. This may involve the integration of specialized partners or the combination of the bank’s own strengths with complementary services. It’s not only about efficiency – it’s about staying relevant and moving fast.

With a platform approach, processes can be structured more clearly, digitalized and ideally automated as part of a larger whole rather than as stand-alone solutions.

Platform thinking means offering context-based services through smart interfaces with clear processes

What do today’s customers expect from a digital banking platform – and where do you currently see the biggest gaps?

Today’s customers expect digital services to function intuitively, quickly and smoothly regardless of whether they are from a bank or a tech platform. The benchmark has long since come from outside the industry: anyone who enjoys the seamless experiences offered by Amazon, Spotify or Apple will have little tolerance for fragmented or cumbersome processes.

This applies not only to the visual appearance or user guidance but above all to the level of integration. Customers expect services to be available wherever they are needed. Platform thinking therefore means offering context-based services with smart interfaces and clear processes.

Currently, I see the biggest gap in the areas of technical and organizational complexity, which still place too much of a burden on the customer. There is still significant potential for improvement in the front ends, especially in designing the underlying structures, to allow for true simplicity.

Role of partner solutions

What role do partner solutions, such as those from fintech companies, play in the further development of customer platforms? Are they more of an accelerator or a driver of complexity?

In platform logic, value-added benefits are created primarily where different strengths are combined in a targeted manner. Partner solutions, especially those from fintech companies or specialized technology providers, hold a pivotal role here. They bring innovation speed, technological depth and specialized solutions to the ecosystem. These qualities often do not evolve with the same dynamism in traditional structures.

The real question is not whether you work with partners, but rather, how you deliberately and strategically integrate them. Instead of connecting every external solution as quickly as possible, platform capability means selecting solutions purposefully, orchestrating them and embedding them in a consistent architecture. This requires more than just technical connectivity: it is about clear governance, confidence in interfaces and coordinated responsibility. Platform strategies succeed when they establish an open, controllable and connectable framework that does not compromise control over the customer experience or data quality.

Conclusion: platform strategies are fundamentally transforming banking

These strategies demand technological openness, strategic clarity and a new understanding of partnerships. Dominik Schütz gets to the heart of the matter: success occurs when banks have the courage to open stable structures without losing their identity.

The future of banking does not lie in the individual bank but in the orchestrated network. Platforms are emerging as the key to redefining customer experiences and making banking truly relevant.

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