Process decongestion in our delivery framework is an ongoing effort with the objective of eliminating complexity, streamlining operations and building efficiencies to enhance customer satisfaction and strengthen operational resilience.

The Bank is strategically focussed on identifying and addressing complexity in customer journeys such as simplifying onboarding processes, designing quick and easy transaction processing and providing seamless and secure digital services. The Bank has upgraded to a single enterprise-level customer relationship management platform with enhanced capabilities for servicing all the banking needs of the customers. A common onboarding framework has been created for both asset and liability products related to know your customer. The OpsServe initiative enables the Bank to consolidate operational activities at business centres and thereby releases capacity for better customer engagement. VServ enables the business centres and micro market teams to seek solutions to diverse customer requirements by reaching out to a central pool of internal subject matter experts.

Process decongestion initiatives have improved our response and turnaround time thereby empowering our teams to effectively serve a diverse and vast base of identified customers in a simplified manner.

ICICI Bank’s digital transformation journey is centred around integrating technologies and digital platforms to deliver seamless, simple and secure experiences, enabling customers to navigate and avail banking services with ease and convenience. The Bank’s efforts continue to be guided by the three pillars of scalability, resilience and security across technology solutions.

As the Bank progressed on digital journey, various digital innovations were launched over the years for seamless access to banking services such as customer-friendly payment and collection solutions, ‘Do-it-yourself’ transactions journeys and bespoke solutions. The Bank leverages public data infrastructure, digital integrations and data analytics, as the foundation for informed decision-making which have led to paperless and end-to-end digital journeys across several products with comprehensive value propositions for customers. Pre-approved offers across product segments leverage the digital capabilities for delivering right-sized offerings in an easy and seamless manner.

The digital transformation has consolidated the customer journeys in a simplified manner thereby providing customer-friendly and personalised experiences.

The Bank has realigned its organisation structure to create and support an effective distribution network across micromarkets and ecosystems for seamless delivery of products and services to its growing customer base in a simplified manner.

Business centre coverage has been optimised in key micromarkets for better customer reach for sales and service. Product-centric teams have been re-aligned to geographically cohesive customer-centric teams for greater synergy and for meeting the diverse banking needs of the customer. We have further empowered our on-ground teams by adding leadership personnel closer to the customer for faster decision-making to impart superior customer experience. With the aim to take the entire bank to the customer and serve the entire value chain, customer ecosystem propositions were launched and supported by industry-specific STACKS as well as digital platforms, which provide bespoke solutions to meet specific needs of the entire ecosystems.

The realignment of delivery channels has redefined customer engagement opportunities in a meaningful and simplified manner at various customer touchpoints and to bring the delivery closer to the customer.

The principles of ‘Fair to Customer, Fair to Bank’, ‘One Bank, One Team’ and ‘Return of Capital’ will continue to guide our operations. The Bank continues to lay strong emphasis on serving customers with simplicity, transparency and offering suitable banking solutions to build trust for long-term sustainable growth.