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Chad: No, I think it’s definitely both. You worry because the smallest issue can affect a large customer base. So here’s the downside, you have to make sure you think about recovery in everything you do. And that Chase culture is that we know that we have a large scale at JPMorgan Chase, and we have to make sure that we always take that into account because the smallest impact can affect thousands of customers. . And so, we want to make sure that we keep that in mind in everything we do. But it’s also a huge opportunity because if you can build truly scalable technology to support one of the largest financial institutions in the world, you can do it anywhere. And I think that’s the challenge that we’re going to take on with Badge of Honor, we’re going to be able to really bring technology to the biggest workloads and deliver a great experience for our customers.
Laurel: Speaking of the future, how do you see the future of banking in the next decade? How is it evolving and what innovations are you excited about?
Chad: Yes, that is a very good question. I mean, the future of banking involves new types of products, products that can cover traditional business lines. Maybe today, credit cards, loans and deposits will look very different in the future, or maybe you have one product that can cross different products like today. And so, I see the products themselves improving in the future. We are starting to see some of them on the market today. We also see products that benefit from using real-time data to respond quickly to the customer, to provide them with the most important information, to provide them with real-time information to make the most of it. The decision of their life experience.
And we want to recognize that these can include alternative experiences as well. It may not be a traditional mobile application, it may be an experience embedded in another application, and we need to think about how the products we build can be delivered by other experiences as well. We also know that big tech companies will continue to build their own financial products, so we need to have platforms that allow us to quickly create, innovate and differentiate the products we offer to our customers. The best use of design and data, and the flexibility and speed of this platform ensures that we can always bring the best innovation to our customers.
Laurel: I love it so much, I create, I create and I separate. Chad, thank you so much for being a guest on Business Lab today.
Chad: Yes. No, thanks for having me, I really appreciate it.
Laurel: That’s what Chad Ballard of Chad Ballard, director of global platform tech, consumer and community banking at JPMorgan Chase, spoke to from Cambridge, Massachusetts, home of MIT and the MIT Technology Review, overlooking the Charles River.
That’s it for this episode of Business Lab. I am your host, Laurel Ruma. I am the global director of Insights, the custom publishing division of MIT Technology Review. Founded in 1899 at the Massachusetts Institute of Technology, you’ll find us published on the web and at annual events around the world. For more information about us and the show, please check out our website at technologyreview.com.
This show is available wherever you find your podcasts. If you enjoyed this episode, we hope you’ll take a moment to rate and review us. Business Lab is a product of MIT Technology Review. This episode was developed by Jiro Studio. Thanks for listening.
This content was produced by Insights, the custom content arm of MIT Technology Review. It is not written by the MIT Technology Review editorial staff.
This podcast is for informational purposes only and is not intended as legal, tax, financial, investment, accounting or regulatory advice. The opinions expressed herein are the personal views of the individual(s) and do not necessarily represent the views of JPMorgan Chase & Co. The accuracy of any statements, reported findings, or quotations is solely the responsibility of JPMorgan Chase & Co.
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