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At Banque de Luxembourg, the challenge of digital transformation is a matter of finding the right balance between the client's autonomy and preserving the human and personalised aspects of the bank/client relationship.

Read the interview with Emilie Bade, Transformation Manager, in charge of client digital channels at Banque de Luxembourg, and Olivier Nosetti, Head of Transformation and IT, on the challenges of integrating digital technology into the heart of the client relationship, in Paperjam’s special feature on 'Digital Banking':


“In our business, the key to the success of digital transformation lies in the balance between the physical and digital approaches," explains Emilie Bade. “One of the main principles is not to view technology as running counter to the human approach. In fact it’s quite the opposite. It’s actually a matter of using technology to improve the experience that the clients we support on a daily basis would expect.”

Staying close to our clients

Digital technology gives clients greater autonomy, enabling them to check their accounts whenever they want, wherever they are. Our digital tools must also reflect the high degree of personalisation in the relationship we provide as a private bank, and allow clients to initiate transactions, make new requests and access useful documents. “The ability to access your contact person quickly, wherever you are, is a vital differentiating factor in the relationship we have with our clients," adds Olivier Nosetti. “With distance and time being diminishing obstacles, we make every effort to ensure that the bank stays close to its clients.”

Optimising personalised advice, facilitating standard processes

In its approach to digital transformation, Banque de Luxembourg distinguishes between services that require the expertise of an adviser and functions that do not require added value, which technology can make easier to operate and monitor. “The personalised advice and support that we offer our clients is difficult to translate into a digital offering," continues Emilie Bade. “However, digital technology can support advisers by enabling them to concentrate on the essential, and help to improve processes. For example, digital technology can make it easier for a new client to open an account. The adviser will be able to focus on the client's individual needs rather than the purely administrative aspects. The discussion will concentrate more on their expectations – investment solutions, their appetite or aversion to risk, their plans and wishes – rather than on producing, verifying and processing supporting documents. This complementarity between autonomy and support can only improve the overall quality of the relationship in the long term.

The client at the heart of the creative process

Ensuring that the digital transformation is in line with the expectations of all the bank's clients also means integrating the client experience at the heart of the process, which we do through user testing. “All the developments we undertake must meet the needs expressed by our clients and contribute to improving their satisfaction," says Olivier Nosetti. We are constantly incorporating client feedback. We assess their level of satisfaction, both overall and at each stage of the user experience. We are determined to continuously improve our processes.”

Choosing transformation projects

Once we have established the client's wishes, the first challenge in selecting our transformation projects is the maturity and sustainability of the technical solutions that support the bank's initiatives. The second is the contribution of the selected projects to supporting regulatory changes and improving processes. But the major challenge in the digital transformation of the business – and client relations in particular – is enhancing our teams and our organisation by investing in training for our staff and developing new skills.

Digital transformation ultimately means supporting each client and helping them to understand the new possibilities that the bank offers via digital channels. “We have set up a dedicated team to provide digital support for our clients," explains Emilie Bade. We serve customers from a wide range of locations, language, age and availability, each having their own approach to the digital solutions we offer. To ensure that each and every one of them can count on the bank's support in whatever they undertake, we are deploying high-performance interaction channels to deliver a personalised and secure experience.”

This is how Banque de Luxembourg is leading its digital transformation and ensuring that it evolves with its clients, in all their great diversity.

Olivier Nosetti
Head of Transformation and IT
Emilie Bade
Transformation Manager