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Panagiotis Kriaris

Panagiotis Kriaris

These are the best posts from Panagiotis Kriaris.

8 viral posts with 17,892 likes, 702 comments, and 1,915 shares.
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Best Posts by Panagiotis Kriaris on LinkedIn

Open Banking has not only been heralded as a paradigm shift in #financialservices but also as a potential replacement of card #payments. Can this be true and what are the implications? Let’s take a look.
 
#openbanking is about opening up information held by banks with the intention to trigger innovation by allowing third party providers (TPPs) to build new, added-value offerings.
 
However, beyond account information, the reason why Open Banking matters so much in today’s rapidly evolving payments landscape is because it not only connects merchants with consumers in a direct way, but it can also initiate payments directly from bank accounts. And this can be a huge game changer when compared to the oligopolistic set-up of traditional major card players, which own the rails based on which a large chunk of payments is conducted in the west (and for which they charge hefty fees).
 
In other words, what used to go – and still does – through traditional (debit and credit) card rails, has now a credible alternative to be routed through the consumer’s bank and settled directly between the merchant and the consumer, saving the main intermediaries in the cards’ model: the card schemes (above all) as well as the (card) issuer and the (merchant) acquirer.
 
Add the extra parameters of cost savings, increased security, convenience, zero time (instant) and enhanced user experience and you have a serious contender for an old business.
 
There is one more thing that needs to be mentioned: whereas the vast majority of modern #fintech offerings are built on existing infrastructure – having benefited from the decoupling of the front-end from legacy systems – open banking is powering for the first time in a long period the build-up of a real, additional infrastructure layer that has the potential to influence the entire finance set-up in the years to come.
 
On the other hand, Account-To-Account (A2A) payments are not new and have even found considerable success in individual countries, like in the Netherlands with iDEAL or in Germany with Giropay. However, they never took off on a European or wider basis due to fragmentation and to a lack of a unified clearing approach.
 
The open banking landscape is offering for the first time a more homogeneous set-up that when combined with the APIsation of financial services, the ascend of the platform #economy and the transition to more mature open finance use cases, can move the needle where other attempts have failed in the past.
 
Despite the existence of a business case as well as the good omens alongside an array of other factors, things will likely move slower than expected. We are transitioning to a multi-polar payments landscape where challenger offerings like real-time, A2A payments facilitated by open banking #technology will co-exist next to some of their more traditional siblings. What’s next beyond this is still open.
 
Opinions: my own, Graphic source: Tink, The future of payments is open
Post image by Panagiotis Kriaris
Open Banking has not only been heralded as a paradigm shift in #financialservices but also as a potential replacement of card #payments. Can this be true and what are the implications? Let’s take a look.

#openbanking is about opening up information held by banks with the intention to trigger innovation by allowing third party providers (TPPs) to build new, added-value offerings.

However, beyond account information, the reason why Open Banking matters so much in today’s rapidly evolving payments landscape is because it not only connects merchants with consumers in a direct way, but it can also initiate payments directly from bank accounts. And this can be a huge game changer when compared to the oligopolistic set-up of traditional major card players, which own the rails based on which a large chunk of payments is conducted in the west (and for which they charge hefty fees).

In other words, what used to go – and still does – through traditional (debit and credit) card rails, has now a credible alternative to be routed through the consumer’s bank and settled directly between the merchant and the consumer, saving the main intermediaries in the cards’ model: the card schemes (above all) as well as the (card) issuer and the (merchant) acquirer.

Add the extra parameters of cost savings, increased security, convenience, zero time (instant) and enhanced user experience and you have a serious contender for an old business.

There is one more thing that needs to be mentioned: whereas the vast majority of modern #fintech offerings are built on existing infrastructure – having benefited from the decoupling of the front-end from legacy systems – open banking is powering for the first time in a long period the build-up of a real, additional infrastructure layer that has the potential to influence the entire finance set-up in the years to come.

On the other hand, Account-To-Account (A2A) payments are not new and have even found considerable success in individual countries, like in the Netherlands with iDEAL or in Germany with Giropay. However, they never took off on a European or wider basis due to fragmentation and to a lack of a unified clearing approach.

The open banking landscape is offering for the first time a more homogeneous set-up that when combined with the APIsation of financial services, the ascend of the platform #economy and the transition to more mature open finance use cases, can move the needle where other attempts have failed in the past.

Despite the existence of a business case as well as the good omens alongside an array of other factors, things will likely move slower than expected. We are transitioning to a multi-polar payments landscape where challenger offerings like real-time, A2A payments facilitated by open banking #technology will co-exist next to some of their more traditional siblings. What’s next beyond this is still open.

Opinions: my own, Graphic source: Tink, The future of payments is open
Post image by Panagiotis Kriaris
Whether market or regulation driven, #openbanking is profoundly disrupting the entire #financialservices value chain and paves the way for an evolutionary transition of the open approach to an #economy level. Let’s take a look.
 
Although the #disruption of FS clearly started before Open Banking, its introduction has certainly been a big #innovation boost.
 
Financial services nowadays are synonymous to apps, running on the cloud and being closely intertwined with other apps through marketplaces, ecosystems or partnerships using APIs as the connecting glue.
 
It is exactly this ubiquitous and straightforward connectivity among providers of all kinds, incumbents and challengers alike, that Open Banking has been facilitating. In essence, Open Banking is the evolution of #banking and #finance into open APIs in what we call the APIsation of financial services. 
 
However, this is just the beginning with most of the potential lying ahead of us. Having said that, the next and more mature phase of this journey has already started and is set to unify different and more complex use cases – savings, lending, investments, insurance, etc – under one digital dashboard with hyper-customized services powered by open, rich, actionable data that consumers and businesses entrust with third parties. It is most commonly referred to as open finance.
 
It is fair to say therefore that the open approach is the catalyst behind transforming financial services from an industry of vertical silos and legacy infrastructure to an open ecosystem. Nevertheless, the most interesting phase of this -ongoing - transformation is the match with the rise of the platform economy, which will be the dominant business model for the years to come. This is the kind of context, where all kinds of (finance and beyond) apps will have a number of third-party APIs and developer services running in the background enabling contextual, predictive, and hyper-personalized experiences. Welcome to the open economy.
 
Opinions: my own, Graphic source: Open Banking in Saudi Arabia, Mod5r & WhiteSight
Post image by Panagiotis Kriaris
If you are posting content on #linkedin, this is a very good summary of how the algorithm works, #bestadvice on what to look out for to drive engagement and tips on what to avoid.

#content #engagement

By © Richard van der Blom and Katrin Wietek

Arjun Vir Singh, Efi Pylarinou, Anders Olofsson, Linas Beliūnas, Marcel van Oost, Spiros Margaris, Francesco Burelli, Sanjeev Kumar, Sandra M., Elaine Pringle Schwitter, Eyal Sivan, Richard Turrin, Theodora Lau, Dr. Martha Boeckenfeld, 💯 Jim Marous, Enrico Molinari, Paolo Sironi, Brett King, Chris Gledhill, Ron Shevlin, Leda Glyptis PhD, Chris Skinner
Post image by Panagiotis Kriaris
Whereas Visa and Mastercard seem to be on the peak of their game having displaced many global banks in the global top-10 financial institutions ranking and with increasing valuations approaching half a trillion for each (currently at $474 bn and $330 bn respectively), there is a new parameter changing the game: #openbanking. Let’s take a look.
 
Visa and Mastercard are sitting on top of a very lucrative business with an oligopolistic set-up: they have built and provided for decades rails for credit and debit cards that connect banks with customers globally and are charging hefty fees for this.
 
The open #banking revolution is a game changer in that it not only connects merchants with consumers in a direct way, but it can also initiate #payments directly from bank accounts. And all this with increased security and an enhanced customer experience.
 
With the huge digital shift accelerated by the pandemic and as more people are moving their everyday purchases online (and increasingly mobile-first), being able to securely tap into the customers’ bank accounts by means of open banking #technology is certainly a game changer.
 
Visa and Mastercard understand this very well and have both been trying to build the new payment rails through a combination of acquisitions and growth.
 
Over the past years, Visa has been expanding their platform capabilities, acquired Earthport to leverage their cross-border infrastructure, doubled the reach of B2B connect, upgraded Visa Direct and acquired European open banking player Tink after failing to acquire Plaid.
 
In a similar direction, Mastercard has further invested in their Send payments platform, acquired bank account-based payments leader Vocalink, cross-border player Transfast, open banking US player Finicity and european open banking #FinTech Aiia while having completed the acquisition of the account-to-account services business of Nets.
 
The race for dominance in the next payment #infrastructure has long started and it goes through building multi-rail payment capabilities that go beyond cards. In this tight race, real-time, account-to-account payments facilitated by open banking technology will play a critical role.
 
Opinions: my own, Graphic Source: Medici
Post image by Panagiotis Kriaris
Goldman Sachs’ foray into consumer #banking in 2016 was quickly heralded as (and seemed to be) a great success. A few days ago, the bank announced an almost $3 billion loss from that business. Let’s take a look.
 
Goldman Sachs is a US investment bank. One of the largest globally. It typically helps companies (and governments) raise money and buy (or merge with) other companies and charges hefty fees for it. In 2016, it launched a US consumer banking platform named Marcus (after Marcus Goldman, one of its founders). Despite the initial skepticism, Marcus proved a huge success: by 2020, Marcus was one of the fastest-growing digital banks in the US with more than $80 billion in deposits and $5 billion in loans.
 
Aggressive pricing, state-of-the-art #technology, reliable customer service and a well-known brand name count among the reasons for the rise. Markus’ success was twice important because - on top of commercial reasons - it exemplified one thing: how traditional financial institutions (Goldman was founded in 1869) can adapt to the #digital age and compete with #fintech players.
 
In 2019 Goldman Sachs partnered with Apple to launch Apple Card, a credit card directly integrated into the Apple Wallet app on iPhones that could be used for purchases both online and offline. The partnership seemed a win-win: Goldman would provide the necessary licensing and infrastructure (BaaS model) in return for tapping Apple’s huge client base. 
 
Goldman’s #retail operations had been facing challenges for some time now, but the numbers recently announced are astonishing: the Platform Solutions segment that includes Apple Card has lost nearly $4 bn since 2020, out of which Apple Card is estimated to account for between $1 bn and 3 bn!
 
The major part behind the steep losses seems to stem from provisions, which are expenses set aside (eating up capital) for expected loan defaults. The annualized provision rate for the entire Goldman consumer-lending business was 2.9% in Q3 2022, having increased 60bps vs Q2.
 
Several things have gone wrong: 1) Goldman’s overly aggressive pricing (to gain market share) during the boom years 2) Poor risk #management with more than 25% of card loans going to financially weak customers and a provision rate at subprime levels 3) Expanding defaults as a result of the deteriorating macro environment 4) Bad management decisions such as the one to merge (previously independent) Marcus with the wealth management segment 5) Service quality (i.e. disputes over chargebacks) not being able to keep up with an increasing customer base.
 
The credit card business is traditionally a hard one to crack, more so for newcomers even if they are called Goldman Sachs. And there seems to be no way back for what was once hailed as one the company’s biggest successes. Timing and bad management decisions have proven – once more – an unbeatable combination.
 
Opinions: my own, Graphic sources: Goldman Sachs, Roel Wieringa
Post image by Panagiotis Kriaris
There is no blueprint for #AI in #banking. But being able to understand the fundamental choices banks face is a make-or-break factor. Here is my summary of what you need to know:

—    Artificial intelligence existed long before GenAI. Known under the term Predictive AI (which is about predicting outcomes, future developments, and forecasting trends), its use has been quite advanced in financial services. Still chances are that transformation will come from bringing the best of both predictive AI and GenAI under one roof. It’s not about the or but about the end and the how.

—    Cloud computing is AI’s critical infrastructure. AI is literally running on the cloud. There is no meaning for banking organizations that have not yet fully embraced a cloud native approach to talk about an AI #strategy, because it is destined to fail.

—    Big #data is closely connected to AI and to the #cloud. You cannot have an AI strategy unless you have a plan on big data and are able to run analytics on them. On the cloud of course.

—    AI agents are the next big thing. And they are about to fundamentally change banking across several areas: from automating customer support to fraud detection to analyzing credit behaviour in loan assessment to transaction processing – just to name a few –, autonomous AI software programs will be taking over repetitive, labour-intensive tasks allowing human workers to focus on value-added functions.

—    AI doesn’t mean the end of banks’ long digital transformation journeys. On the contrary, it is making them both a pre-requisite and an imperative. But it is doing so in a way that requires a holistic, end-to-end view of what needs to change. Patches will no longer work.

This is neither a complicated nor a long list of topics. But reaching a decision on each one of them is not a not a yes-or-no exercise. It requires analyzing details behind and breaking them down to narrower scenarios.

Banks need to move fast. Unlike the transition from traditional to digital, this time transformation is moving much faster and is becoming not a competition but a survival game.

Opinions: my own, Graphic sources: BCG, Accenture

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Post image by Panagiotis Kriaris
If there is one industry ripe for disruption by AI, it’s consulting. But can AI really replace consultants?

AI is already doing (better) much of the work that junior consultants used to handle:

• Research - in hours vs. days
• Draft decks
• Faster market sizing, benchmarking, and scenario modelling
• Synthesis of large volumes of information

We have all received generic slides with recycled ideas and different logos. This is not a sustainable model anymore.

𝗔𝗻𝗱 𝘁𝗵𝗲 𝗽𝗿𝗲𝘀𝘀𝘂𝗿𝗲 𝗶𝘀 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝗲𝘃𝗶𝗱𝗲𝗻𝘁:

• Accenture cut over 11,000 jobs in 2025 as part of a restructuring linked to AI reskilling and efficiency

• PwC reduced its global workforce by around 5,600 people in 2025 as consulting growth slowed

• McKinsey reportedly cut around 200 global technology roles in 2025, as more internal support work is automated with AI

AI is clearly changing the consulting business model.

That’s why the largest firms have moved aggressively to build dense networks of AI partnerships, investments, and acquisitions across the entire AI stack.

𝗕𝘂𝘁 𝘁𝗵𝗶𝘀 𝗶𝘀 𝗻𝗼𝘁 𝗲𝗻𝗼𝘂𝗴𝗵.

Accenture has just announced a multi-year partnership with Anthropic, one of the leading developers of large language models, best known for Claude.

•~30,000 Accenture professionals to be trained on Claude models

• Accenture becomes a premier AI partner for Claude Code (Anthropic’s AI coding assistant for software development), making it available to tens of thousands of developers.

• Launch of joint offerings for CIOs to measure value and scale AI-powered software development

• Co-development of industry solutions, with an initial focus on regulated sectors (financial services, life sciences, healthcare, public sector)

𝗖𝗮𝗻 𝘁𝗵𝗶𝘀 𝗯𝗲 𝗮 𝗴𝘂𝗶𝗱𝗲 𝗳𝗼𝗿 𝗼𝘁𝗵𝗲𝗿𝘀?

Not every consulting firm can replicate Accenture’s scale, but the direction is clear:

• AI becomes embedded in delivery, changing project economics
• Large parts of junior execution work will disappear
• Consultants can no longer hide behind slides and frameworks
 
The old consulting model is breaking.

I don’t know what the future one will look like, but my experience suggests 3 things will stand out:

𝟭) 𝗧𝗿𝘂𝘀𝘁 - clients choose expertise and advise, and who delivers those will matter much more than in the past

𝟮) 𝗦𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻 - deep industry, regulatory, or operational knowledge will gain value over broad, generic expertise

𝟯) 𝗦𝗸𝗶𝗹𝗹𝘀 - The profile of people that worked before won’t necessarily be a fit, as value will shift from producing work to making decisions

The real question is not whether AI will replace consultants, but which ones it will. What do you think?

Opinions: my own, Graphic source: CB Insights

𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐛𝐞 𝐭𝐨 𝐦𝐲 𝐧𝐞𝐰𝐬𝐥𝐞𝐭𝐭𝐞𝐫: https://lnkd.in/dkqhnxdg
Post image by Panagiotis Kriaris

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