Companies and banks can follow three possible development paths. The first is to do nothing, to wait and watch what is happening on the market and then try to use someone else's idea or technology that is already there. The second is to create global systems, where banks are trying to offer services around services not directly related or not related in any way at all to banking products. The third strategy is to build niche ecosystems that focus on specific zones or a bank’s strengths — Ilya Polyakov, Chairman of the Management Board, ROSBANK .

An ecosystem is a service or company that meets the financial and non-financial needs of customers and does it in partnership with other companies — Max Hauser, Partner, Managing Director, The Boston Consulting Group.

An ecosystem is technologies, a common brand, the use of data, rapid scaling, the lowering of the cost of attraction through the ecosystem effect and scale. It is a lot of services and not only in one area — Oliver Hughes, Chairman of the Management Board at Tinkoff Bank.

You need to invest in something related to a service or delivery of this service or product. And it does not have to be a bank; it can be a service that partners with a bank — Alexei Solonin, Chief Executive Officer, Qiwi .

Banks will no longer be needed. Non-financial needs will be primary, and financial needs will come after; calculations will take place invisibly — Alexei Solonin, Chief Executive Officer, Qiwi .

Ecosystems emerged as systems for providing goods to citizens, and then payments, then transfers – that is, financial services mixed with non-financial ones. It is possible that one of these companies will get a banking license, and that will really be a huge competitive challenge — Oleg Vyugin, Chairman of Supervisory Board, Moscow Exchange; Chairman of the Board of the Directors, PJSC ‘SFI' .

The evolution of financial services is moving towards becoming imperceptible, and it is the model for what the bank of the future should look like: it is something that the customer does not notice. Banks are still very far from this — Sergey Monin, Chairman of the Management Board, Raiffeisenbank.

People do not really want to go to work in a bank because it seems like a boring job — Sergey Monin, Chairman of the Management Board, Raiffeisenbank.

The biggest battle and fight is the battle for personnel — Oliver Hughes, Chairman of the Management Board at Tinkoff Bank.

The more digital technologies become, the greater the importance of the human factor and skills to winning — Vladimir Verkhoshinskiy, Chief Executive Officer, Member of the Board of Directors, Alfa-Bank .

More than anything now in the bank we pay attention to the customer experience, the best possible customer service — Vladimir Verkhoshinskiy, Chief Executive Officer, Member of the Board of Directors, Alfa-Bank .

It is important for banks and ecosystems to build the customer experience and build on the client. The winner is the one who offers the most convenient, reliable service and is able to stand out somehow — Ilya Polyakov, Chairman of the Management Board, ROSBANK .

The client needs an interface, a client experience, a whole range and set of processes, mainly online, that provides a comprehensive approach, — Oliver Hughes, Chairman of the Management Board at Tinkoff Bank.

If we all put the knowledge of the whole world together, then we increase the service provided to the client, and therefore our profitability, — Roman Regelman, Senior Executive Vice President, Head of Digital, The Bank of New York Mellon Corporation.

Digitalization is very important. The digital approach makes it possible to increase the efficiency of client and customer service in comparison with traditional forms of interaction — Ashok Aram, CEO for Europe, Middle East and Africa of Deutsche Bank AG.

If you can provide your employees with a good job and decent pay, talent will flow in, — Ashok Aram, CEO for Europe, Middle East and Africa of Deutsche Bank AG.