The Tunisian Association for Financial Culture (ATCF) recently hosted its 9th Summer University, focusing on the theme "Rethinking the Business Model of Tunisian Banks." This theme raises a crucial question: must the banking model evolve beyond simple technological modernization? The answer lies in understanding that transformation is no longer a choice, but a necessity. The real question is what this transformation should produce and how its effectiveness will be measured.
For a long time, banking transformation in Tunisia has mainly consisted of accelerating existing processes through technological advancements, such as launching mobile applications, digitalizing credit forms, and developing online services. While these advancements are beneficial, they do not constitute a genuine transformation of the business model. True transformation begins when processes are rethought, not just accelerated. It involves reviewing processes before automating them, clarifying responsibilities before digitalizing, and ensuring data quality before exploiting it with algorithms.
The key to measuring the success of banking transformation lies in evaluating its impact. The critical question is not how many applications have been launched, but what has been genuinely improved. Has the unit cost of banking operations decreased? Has the quality and reliability of client data improved, allowing for more accurate risk assessment? Has the client experience improved in terms of deadlines, fluidity, and response to their needs? Has the bank's capacity to finance the economy, particularly SMEs, infrastructure, and innovative projects, expanded?
To achieve tangible results from banking transformation between 2026 and 2030, four priorities emerge. The first is modernizing core banking systems, which have accumulated significant technological debt over the years. This debt is no longer just an IT issue but also affects agility, data management, and decision-making capacity. The second priority is the responsible exploitation of artificial intelligence (AI), which offers new capabilities but requires a solid governance framework.
The third priority for Tunisian banks is strengthening sovereignty and cyber resilience. A bank that does not sufficiently control its data, flows, and critical platforms becomes dependent on its technological environment. In a sector that is an essential infrastructure for the national economy, this dependence can become a strategic vulnerability. Identifying critical dependencies, mapping them, and reinforcing resilience mechanisms are crucial.
The fourth priority is investing in human capital. No modernization of systems, deployment of AI, or cybersecurity architecture can produce sustainable results without the necessary skills to design, operate, control, and evolve them. It is essential to develop employees' capacity to work with data, understand automated systems, exercise judgment in the face of algorithmic recommendations, and accompany organizational transformations.
As the banking sector in Tunisia continues to evolve, it is crucial to focus on three key capacities that will define the next decade: the ability to modernize core systems, exploit AI responsibly, and strengthen sovereignty and cyber resilience. By prioritizing these areas and investing in human capital, Tunisian banks can achieve a genuine transformation of their business model, leading to improved services and a stronger economy.
Key points
- The Tunisian banking sector needs to transform its business model beyond technological modernization to achieve tangible results and improve its services.
- Four priorities for 2026-2030 have been identified: modernizing core banking systems, exploiting AI responsibly, strengthening sovereignty and cyber resilience, and investing in human capital.
- The success of banking transformation will be measured by its impact on the unit cost of operations, data quality, client experience, and the bank's capacity to finance the economy.
