By Art Gillis

I’ve often been asked by typically those who have a bias or are uninformed, “Why don’t you just save bankers from a time-consuming evaluation process and declare the best system for core processing?” I politely explain that every bank has its unique characteristics and, therefore, there’s no such thing as one best system for all. It’s sort of like different patterns of behavior when people are caught in a downtown traffic jam. We’re trying to get out of a mess, but we handle it differently.

Recently, I was stuck in downtown Boston traffic at Kneeland Street and Atlantic Avenue heading for the financial district. I looked over to my right and saw a lady doing her needlepoint. That’s Boston. In a similar scene in Dallas, a young lady was doing her eye makeup while the guy in the pickup behind her was blasting his horn. That’s Dallas. If you think I’m being unfair to women drivers, I will only say I tell true stories. If it had been men doing their needlepoint and putting on their eye makeup, I would have said “guys.”

I am so glad that we are not one homogeneous society created from one cookie cutter. Probably the best thing any bank has going for it today is its self-created culture in an industry that is so regulated that it produces commodity-like products and services. It is a bank’s unique culture that I try to preserve in order to find the tech solution that will be the best fit, not the neutralizer.

If you didn’t like my traffic jam analogy, here’s a closer one. Recently, I visited several Web sites of the top 120 banks. I had a specific business purpose and I wasn’t on a witch hunt. I believe I could describe my experience with each bank’s Web site to any seasoned observer of banks, and that person could identify the bank. You won’t believe that, so here are just two tests. (1) I submitted my inquiry to one giant bank and explained my purpose. Within 22 minutes (Wow! that’s fast technology), I got this answer, “The information you are requesting is not publicly disclosed by .....” I didn’t believe the response so I ordered their annual report. My answer is clearly disclosed on page 117, and I couldn’t resist telling the bank that annual reports are indeed public and they were wrong not to provide the information I requested. The next day, FedEx delivered another annual report from this bank, but I don’t know why since I already had mine. It might have been to wipe out their guilt. (2) The second bank was entirely different. It sounded more like my mother. “Are you sure you want....” After five e-mails and an ID number to make sure my request wouldn’t be ignored, I got what I wanted and I felt as though I made a friend. The kindness demonstrated by this bank was infectious. Even I picked up on it and thanked her. Her last e-mail said, “You are very welcome! Please let us know if we can assist you.” I was so glad she didn’t say, “And have a nice day.” Do I have to tell you this large bank is in the South?

One of these days I expect the regulators to issue some type of guidance to banks that says, “Know Thyself.” It has been the first task of my client projects. Once I know my client, then finding the right solution is a game of matching constants - my bank’s needs and vendor offerings that are a little bit like spinach. Some of it ain’t good for you.

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