What if banks are approaching product scaling all wrong?
Too often, banks treat scaling like any other project. They track scope, stick to budgets, obsess over timelines. But when the rollout spans multiple markets, functions, and Legacy systems, things fall apart. Fast. Not because the plan was flawed, but because complexity doesn’t behave predictability.
Whether it’s a FinTech acquisition or an in-house product going enterprise-wide, the challenge is the same: scaling adds layers of complexity no one function can fully grasp.
IT understands technical dependencies. Compliance focuses on regulatory constraints. Operations looks at workflow impacts. And business considers market dynamics. Each view is valid. But none of them—alone or combined—can predict how everything will interact.
In our sandpaper*, An Impact Model for Scaling Products Successfully in Banking, we show what actually needs to shift for large-scale product integration to succeed.
In it, we outline five critical behaviors that teams must build to navigate complexity, and the organizational barriers that often (unintentionally) get in the way.
If you’re a CFO or transformation lead looking for better returns on your integration efforts, this Impact Model offers a different way forward.
Click here to read the full paper: An Impact Model for Scaling Products Successfully in Banking!
*A sandpaper is a white paper, but with a bit more Friktion.