USER
The below is the meeting Agenda,
Introduction and Objectives
Business Strategy Overview
IT & Cyber Vision and Mission
Strategic Alignment with Business Goals
Key Focus Areas (Digital IT & Cyber Security)
Capacity Building & Talent Management
Implementation Roadmap
Write me the fitting narration under Introduction Agenda,
DIGITAL – IT
STRATEGY
2025 - 2027
2
“You can’t delegate digital transformation for your
company…
You and your executives have to own it!
Executives need to engage, embrace and adopt new
ways of working with the latest and emerging
technologies.”
— Barry Ross, Ross & Ross International
Table of Contents
1. Introduction and Objectives
2. Business Strategy Overview
3. IT & Cyber Vision and Mission
4. Strategic Alignment with Business Goals
5. Key Focus Areas (Digital IT & Cyber Security)
6. Capacity Building & Talent Management
7. Implementation Roadmap
Introduction and Objectives
Mobile Web ATM Agency/
Merchant Branch
Channel Product Segment
Move
Money Borrow Save &
Invest Insure
Mobile App, USSD
Key Drivers towards customer digitization…
ONBOARD Customers FacilitateTRANSACTions Keep ENGAGEd
Cash Point, Pay Box,
Cash depositor
Agents, Visa, Master
Card
Retail, Business and
Corporate
Middle and Back Office Operations
Other Support Functions
Digital Transformation Roadmap
Retail Small
Businesses
MidCorporates Corporates & PSI
Online, Corporate
Portal
Business Strategy Overview
Customer service
obsession
Visionary
Leadership
Strong
relationships
Overview of Business Strategy
Our vision
Enablingpeople to advance with
confidence and success.
Our mission
To make our Customersprosper, our staff
excel and create value for our
stakeholders.
Our purpose
To improvethe quality of livesof all our
stakeholdersin a sustainable and impactful way.
Customer reach
(Total 3.005 million
customers by 2026)
▪ 2.8 milliondigital
lending customers
▪ 205K customers
acquired
traditionally
Sustainability
excellence
To be a sustainability
excellence practitioner
and thought leader
Digital transformation
Become a technology
company with a banking
license
Informed
By
Our
Strengths
Customer
reach
Sustainability
excellence
Digital
transformation
Socioeconomic
relevance
Fee Income
Increase fee income ratio from 31% of
revenue to 35% by 2026
Cost of Funds
Reduce Cost of Funds to Tier 1 Bank’s
Average by 2026 (4.5% to 3%)
Market Share
Increase market share from 5.7% to 7%
by 2026
Growth in Customer Number
Grow number of customers to 2.8 million
(acquired digitally) and 205K(acquired
traditionally) by 2026
Value Chain & Ecosystems
Build partnerships with both the government and
FINTECH, such as the Ministry of Finance (Rafiki), and
FINTECH (telco, MGODI), to drive growth and impact.
Branch Network
Selective grow the branch network and Improve
the Agency Network.
Strategic Objectives – 2025 & Beyond
IT & Cyber Vision and Mission
Our mission is to empower the Group through innovative and transformational digital solutions to drive efficiency,
agility, and enable business growth, ensuring seamless integration of technology into business processes while
providing exceptional support and security.
1. Culture: Cultivate an inclusive and positive team environment that encourages creativity, diversity of thought, open communication,
and a shared commitment to excellence.
2. Collaboration: Foster strong partnerships across departments to enhance communication, create synergies, and deliver integrated
solutions.
3.Continuous Learning: We will constantly pursue learning and professional development opportunities, embracing continuous
improvement to stay at the leading edge of technological advancements.
4.Innovation: Leverage emerging technologies to create cutting-edge solutions that meet our Customers’ needs and adapt to market
demands.
5. Security: Ensure the highest standards of data protection and cybersecurity to safeguard organizational assets and build trust among
stakeholders.
6. User Experience: Prioritize user-centric design and feedback to improve IT services and enhance satisfaction across the Bank.
7.Customer Obsession: Everything we do is designed with the customer in mind.
8.Data and Security: We prioritize cybersecurity and data privacy by enforcing strict protocols to protect sensitive information and
uphold customer trust.
9.Sustainability: We integrate sustainability and environmental considerations into our practices to ensure that our IT operations and
infrastructure reduce their environmental impact.
PRINCIPLES
MISSION
DTB is confident that by leveraging on its strengths as an agile, adaptable and nimble player, we are well placed to enable,
Innovate, and Transform. VISION
Inspiration Behind Our Digital IT Team
Integrity, Customer Focus, Collaboration,
Innovation, Agility, Excellence,
Accountability
CORE VALUES
Transform the Business
across the Group
2024
Innovator – Transforms the Business
Reliable Technology Innovation
Business Partner – Expands the Business
Effective Execution on Business Projects, Strategic Use
of Analytics and Customer Technology
Trusted Operator – Optimizes the Business
Effective Fulfillment of Work Orders, Functional Business
Applications, and Reliable Data Quality
Firefighter – Supports the Business
Reliable Infrastructure and IT Service Desk
Unstable – Struggles to Support
Inability to Provide Reliable Business Services
2025 &
Beyond
How do we want to be
perceived
Strategic Alignment with Business
Goals
Strategic Alignment with
Business Goals Customer Experience and growth
The bank aims to enhance customer experience by offering
seamless digital services to improve accessibility, convenience,
and satisfaction to attract new customers, and increase digital
usage. In turn, it will drive higher transaction volumes,
onboarding, and fee income growth.
Operational Excellence
The bank aims to achieve operational excellence by focusing
on automation, process simplification, and paperless operations
to improve efficiency, reduce costs, enhance service delivery,
minimize errors and risks, and support faster project execution.
Digital Transformation
The bank aims to drive digital transformation by partnering
with Fintechs, payment platforms, and tech providers to
expand digital products and deliver innovative solutions that
improve customer experience and operational efficiency.
Key Focus Areas
1
Strategic Deliverables
2
3
4
Security ACROSS the cycle
Customer
Experience
(Digital Banking
Platforms)
Core Banking &
Enterprise
Systems
(Evolvement)
IT
Infrastructure,
Cloud &
Cybersecurity
(Evolvement)
Data &
Analytics
(Decisioning)
Automation:
“End-to-end
digitization”
MicroservicesBased API
Integrations
IT & Digital
Teams
(Talent)
5
6
Improved customer experience and growth
Enhanced decision-making &personalization
Strengthened IT resilience & cyber security
Increased operational efficiency and cost reduction
Greater agility and scalability
Up-Skilling & Talent Management
Investing in building IT team capacity and capabilities, upgrading skills, and acquiring new talent
Technology Strategy at a Glance - 2025
Investing in building Cyber team capacity and capabilities, upgrading skills, and acquiring new talent
Cyber Strategy at a Glance - 2025
Identity &
Access
Management
(IAM)
External
Attack
Surface
Management
Cloud Security
Privileged
Access
Management
(PAM)
Group SOC
Operations
(CoE)
Red Team
Operations
Group
InfoSec
( Zero Trust )
Emerging
Threats
1
Group Project Everest
2
3
4
Security across the cycle
5
6
Maturity of Group Security Posture
Adoption of Zero Trust Methodology “Never Trust Always Verify”
New Capabilities
Three Year Program (2023 – 2025)
Reduction of Attack Surface
Up-Skilling & Talent Management
▪ Replace the current Mobile Banking
M24/7 with the new mobile Banking
platform X24/7 with modern, featurerich systems that offer a superior look
and feel for retail customers.
▪ Replace the current internet banking
i24/7 with the new internet banking
solution “Transactional banking” with
modern, feature-rich systems that
offer a superior look and feel for
corporate customers.
▪ Extend the ATM accessibility by
integrating with UMOJA Switch with
more ATMs across the country which
will be much less expensive compared
to the current practice through VISA
STRATEGY AT GLANCE
▪ Enhancing the existing Rafiki Loans platform to
provide lending products for corporate customers
▪ Develop and integrate a secure digital wallet
solution for retail customers
▪ Rolling out digital lending for retail customers
and SMEs leveraging DTBT’s mobile and
internet banking platforms.
▪ Enhance cross-border digital payment services
by upgrading digital banking platforms to
support seamless cross-border transactions,
leveraging microservices-based API
integrations
▪ Utilize microservices-based API platforms to
integrate seamlessly with Fintechs and MNOs for
lending solutions, directly aligning with the IT
Strategy’s emphasis on agile third-party
ecosystem integrations.
▪ Leverage data analytics for enhanced lending
decisions by building analytics capabilities for
smarter credit decision-making.
▪ Implementing workflow automation
technologies to accelerate loan origination and
approvals, aligning with the IT Strategy’s focus
on end-to-end digitization.
▪ Establish partnerships with insurance providers
to offer insurance products through the DTB
digital platforms, enabling customers to
purchase and manage policies online.
▪ Develop APIs to facilitate seamless integration
with partner systems, ensuring secure data
exchange and efficient service delivery.
▪ Implement a revenue-sharing model with
partners, ensuring mutually beneficial
collaborations.
Focus Actions
Improved customer experience and growth
Upgrading the capabilities of digital
channels, ATMs, mobile banking and
internet banking platforms
Roll out new platforms such as digital
wallets and digital lending solutions,
ensuring alignment with customer
demands and market trends.
Expand the digital banking ecosystem
through partnerships offering
complementary services like insurance,
peer-to-peer payments, and
investment tools.
▪ Establish a dedicated Business
Intelligence (BI) function by
developing a specialized BI team,
tools, and processes to create a
centralized data-driven decisionmaking framework.
▪ Leverage data analytics for business
decisioning building and enhancing
data analytics capabilities, enabling
DTBT’s to derive actionable insights
from customer and operational data,
as outlined under the strategic
imperative for data and analytics.
▪ Enhance the accuracy and
consistency of customer data by
implementing customer master
data management, MDM, enabling
better decision-making capabilities
across departments.
STRATEGY AT GLANCE
▪ Upgrade the Oracle Flexcube Core
Banking System to enhance system
performance, strengthen security, and
enable seamless integration with digital
channels, ensuring greater efficiency in
operations, credit management,
regulatory compliance, and customer
service delivery.
▪ Enhance reporting and transaction
monitoring systems by integrating
systems such as SWIFT Alliance
Access (SAA) and other compliance
systems to improve visibility and
generate actionable insights for
decision-making, as indicated in the IT
Business Systems Strategy Plan.
▪ Enable seamless data exchange with
third-party systems (e.g., fintechs,
regulators) to ensure decision-makers
have access to comprehensive, real-time
information.
▪ Implement workflow automation for key
processes using Accelerator-based BPM
platforms and emerging technologies like
Robotics Process Automation (RPA) to
streamline workflows, reducing manual
intervention and ensuring timely and
consistent decisions.
▪ Adopt data masking and enhanced data
security by securing sensitive data using
masking and encryption technologies,
ensuring safe and compliant decisionmaking processes.
▪ Enhance risk management through
integrated risk management system to
provide decision-makers with holistic risk
assessments and improve strategic planning.
Focus Actions
Enhanced decision-making process
Building Data Analytics capabilities Upgrading core Banking system Automating processes to improve
decision efficiency
▪ Implementing Oracle Apex a
workflow solution for developing
and enhancing paperless
workflows and digital solutions,
ensuring a streamlined, straightthrough processing environment.
▪ Replacement of Sybrin as it is in
line with the ongoing Enterprise
IT Systems evolution and
supports the goal of improving
operational efficiency.
STRATEGY AT GLANCE
▪ Continue building APIs on Fiorano
platform to enable seamless
integration with third-party systems,
ensuring the infrastructure supports
future partnerships and omnichannel
capabilities, for flexible, scalable
connections between DTB’s core
banking systems and external
ecosystems.
▪ Implement a payment gateway to
enable seamless partner
collaborations through APIs,
supporting scalable financial services.
▪ Conduct regular reviews of existing
contracts with technology vendors and
partners to ensure that DTB is getting
the best value for its investment in IT
and operational services.
▪ Adopt cloud solutions by moving
additional workloads to the cloud to
optimize on-premises infrastructure
costs and improve scalability.
▪ Implement more Robotic Process
Automation (RPA) and BPM platforms to
reduce manual workloads and improve
operational efficiency, leading to longterm cost savings.
Focus Actions
Increased operational efficiency
Use appropriate technologies to
ensure that all our processes are
paperless and straight through.
A future-ready IT infrastructure
enabling seamless platform
integration, strategic partnerships, and
modular adaptability.
Lowering technology and operational cost
▪ Cloud Adoption Strategy by
movng workloads to the cloud to
enhance scalability and
flexibility.
▪ IT Infrastructure modernization
by upgrading infrastructure
(servers, storage, etc.) for
greater resilience and scalability.
▪ High availability and disaster
recovery by strengthen disaster
recovery systems to ensure
operational continuity and
flexibility.
▪ Expand microservices APIs to
integrate seamlessly with thirdparty systems.
▪ Build modular platforms for
scalable digital service delivery.
▪ API layer development by
optimizing the API layer for
flexible and rapid digital
deployment.
▪ End-to-end process automation by
using RPA and BPM to automate
business processes and improve
scalability.
▪ BPM and workflow platform
upgrades to support scalable
automation.
▪ Implement digital document
management solutions like Oracle
Apex to ensure paperless, efficient
operations.
Focus Actions
Greater agility and scalability
Cloud adoption and IT
infrastructure scalability
Microservices and API-based
digital platform integration
Automation and end-to-end
digitization for process
efficiency
▪ Implementing a scalable cloud security framework
with encryption, access controls, and continuous
monitoring to ensure secure cloud deployments
and compliance with regulations.
▪ Deploy automated threat detection and response
tools that scale with increasing data volumes and
traffic.
▪ Implementing a Zero Trust model to ensure no
internal or external user or device is trusted by
default.
▪ Implement API security gateways to safeguard API
integrations and ensure secure data exchange
across platforms
▪ Integrate security testing into the API development
lifecycle to identify and fix vulnerabilities before
deployment.
▪ Continuous API security testing by integrating an
automated security testing into the API
development lifecycle to identify and fix
vulnerabilities before deployment, ensuring secure
scaling of API integrations.
▪ Security in automation by ensuring encryption and
secure authentication in RPA and BPM processes.
▪ Ensure all digital workflows (paperless processes)
include secure access controls, encryption, and audit
trails to protect sensitive data during automated
processing.
Scalable and secure
cybersecurity infrastructure for
agile and automated operations
▪ Modernize IT infrastructure
(servers, enterprise storage
and networks) with faulttolerant systems, high
availability, and disaster
recovery to minimize
downtime.
▪ Cloud Adoption
▪ Optimize IT operations with
real-time monitoring,
enhanced automation, and
proactive issue resolution
through advanced IT service
management practices.
▪ Disaster recovery testing by
regularly conduct disaster
recovery and business
continuity drills to ensure
readiness.
STRATEGY AT GLANCE
▪ Enhance cybersecurity with advanced
tools like log management (LogRhythm)
and data masking, complemented by
regular penetration testing and
vulnerability assessments.
▪ Strengthen identity and access
management with IAM solutions for
secure user authentication and
privilege control, alongside certificate
management for data protection.
▪ Strengthen data privacy by aligning with
local and international data protection
regulations and training staff to ensure
compliance
▪ Regularly train employees to foster a
security-aware organizational culture.
▪ Establish a clear incident response plan
and invest in DLP (Data Loss
Prevention) tools to mitigate data
breaches.
▪ Regularly upgrade core systems like Oracle
Flexcube and SWIFT for improved
performance and scalability and use
microservices for agile updates.
▪ Implement cloud-based scaling and
containerization tools (e.g., Docker,
Kubernetes) for seamless application
scalability.
▪ Expand API integrations to enable smooth
third-party collaborations, including
fintech partnerships.
▪ Enhance digital banking platforms (i247,
m247) with scalable features and tools to
track and improve customer experience
metrics.
▪ Deploy performance monitoring systems to
ensure reliability and build analytics
capabilities for predictive scaling.
Focus Actions
IT resilience, data security, system reliability, and scalability.
Enhancing IT resilience by building a
resilient IT infrastructure that can
withstand disruptions and ensure
continuous operations
Strengthening data security by
protecting sensitive data and
ensure compliance with security
standards and regulations
Ensuring IT systems are reliable and
can scale to meet growing demands
1
CAPACITY BUILDING & TALENT MANAGEMENT
2
3
Build a pool of talent to manage demand and
continuity
Across Digital IT & Infosec Structure
Build Talent Management Framework
Up-Skilling (In-House & External)
Implementation Roadmap
CRM System
HR | HCM System
-
PerPay Replacement
MS Dynamics
upgrade/replacement
DTB Website and
Intranet System Transaction Banking
System
CBS upgrade or
Replacement
DTB Mobile, Web,
and USSD
Email &
Correspondence Mgmt
Oracle APEX BPM
2024 2025 2026 2027
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
RPA
AML System
Payment
Modernisation
Data Lake
Implementation
Roadmap
Implementation of a Customer
Complaint Management system
Replacement of current internet
bank with new internet banking.
New Business Process
Management system and data
repository.
Core Banking (Flexcube) upgrade
to latest version.
Replacement of the existing
Mobile App with new enhanced
App.
Robotic process to automate
repetitive tasks.
In
-house Integration Gateway for
easy integration with third part,
e.g Government & FINTECH
Data repository to speed up the
data analytics journey.
ASSISTANT
### Introduction and Objectives
Welcome, everyone, to this crucial meeting as we unveil our **Digital IT Strategy for 2025-2027**. This strategic initiative marks a significant milestone in our journey toward digital transformation, aimed at aligning technological advancements with our overarching business goals.
As articulated by Barry Ross of Ross & Ross International, “You can’t delegate digital transformation for your company… You and your executives have to own it!” This underscores the importance of active engagement and commitment from all levels of leadership. Our collective responsibility lies in embracing and adopting innovative technologies that will not only enhance our operational efficiency but also reshape the way we engage with our customers.
**Objectives:**
1. **Establish Clarity and Purpose:** Today, we aim to clarify the objectives of our digital transformation and set the tone for our ongoing efforts. Our overarching mission is to empower the organization through cutting-edge digital solutions, fostering a culture of innovation that enables business growth and drives operational excellence.
2. **Engage and Empower:** We will discuss how to engage our teams across various departments, instilling a shared ownership of this transformation initiative. Each of you plays a vital role in our success, as we explore collaborative approaches to leverage the synergies between IT, cybersecurity, and business functions.
3. **Strategic Alignment:** A key focus will be to ensure that our digital strategy is strategically aligned with our broader business goals. By integrating IT advancements into core business processes, we can enhance customer experiences, drive revenue growth, and achieve our ambitious targets.
4. **Key Focus Areas:** We will identify and deliberate on our key focus areas, particularly in Digital IT and Cyber Security. Understanding these priorities will help us allocate resources effectively and foster a proactive approach to talent management and capacity building.
5. **Implementation Roadmap:** Finally, we will outline the implementation roadmap for the next three years. This structured plan will guide our actions, ensuring that we remain accountable and agile as we navigate the dynamic landscape of digital transformation.
As we move forward, remember that our vision is to make our customers prosper, our staff excel, and create value for our stakeholders. We are committed to enhancing the quality of life for all by embedding sustainability into our digital initiatives. Let us work together towards a future where we are not just a banking institution, but a technology leader in the financial services sector.
Now, let’s delve deeper into our business strategy overview and explore how our digital initiatives will unfold in the coming years.