Mohammad Sadeghi, CEO of Behsazan Mellat, says: Behsazan Mellat is moving towards an open platform, and on the eve of their thirties, they have decided to get out of the monotony of recent years by interacting more with the fintech and startup space.
According to Iran digital economy annotation, Mohammad Sadeghi, CEO of Behsazan Mellat, told in a special news interview told: “Behsazan Mellat is actually the technology arm of Mellat Bank, and on the eve of Behsazan Mellat’s 30th birthday, we have written and serious plans for its development.”
He continues: 30 years old in humans is the same age when every person starts to change and progress by pushing himself. In Behsazan, as the technology arm of Mellat Bank, we have changed our approach.
In the classification of Behsazan’s activities in the last thirty years, there are several milestones, one is related to the years 1973 to 1978 and the birth of Behsazan, and the other is precisely from 1978 and the emergence of the measurement system, which was an important change in the bank’s performance.
He continues: From 1978 to 1981, we went towards the implementation of an integrated system. But where the end user and the people felt the changes, it goes back to 1982 and Mellat Bank’s “Cup”. In fact, Mellat Bank users felt the main difference with Jam.
According to Sadeghi, the directors of Bank Mellat have followed the digital evolution with written and strategic plans in the past years, but the “Cup” service has been seen more because it is related to the end user, and Iqbal was more suitable for it.
He continues: In addition to the responsibilities that the bank entrusted to us, we have also had many governance tasks and projects, and Behsazan has grown bigger and bigger. In fact, the maturity of the people of the nation has been formed in these years and a serious synergy has occurred in the ecosystem.
Sadeghi also responded to the editor-in-chief in the context of whether the governance projects did not prevent the technological growth of Behsazan? He says: Your answer is both yes and no. Because these governance projects created the possibility of synergy and we developed in the heart of these projects, and on the one hand, maybe we should have and maybe we didn’t enter our own technological sector.
The CEO of Behsazan Mellat also says about going to the second core of Mellat Bank, which has failed:
In this field, we entered with a correct needs assessment, but our strategy in this field was not correct. But now we are making written strategies to solve this challenge.
We must get out of the period of uniformity
According to Sadeghi, Mellat Bank is a business bank and has acted more prominently in the B2B field. In this regard, he says: We are moving towards change and we know very well that Bank Mellat may go to another company for its second loan, but we are not sitting on stagnant banks and we have various solutions for this issue.
He continues: Besides, Mellat Bank does not only have carbon banking and we have a set of different solutions together. In fact, we have developed governance and national projects within a system that Mellat Bank simply cannot separate from. This dependence of the nation builders on these projects has sometimes caused a lack of agility, but now what threatens us is not dependence but uncertainty.
We don’t call this period “stillness”, it was mostly a period of uniformity. That’s why we want to get out of the period of uniformity and enter the problem with a steeper slope. Because the competitive environment has become more serious, now fintech and startups are our serious competitors.
We are looking for a space for interaction
According to Sadeghi, now there are two ways to change Behsazan, a look from within and a look from above and beyond. He says: In fact, we have to repair the moving plane. Maybe some parts can’t be repaired and more major changes are needed in this regard. We know we have to move to the CORE.
We no longer want to just sell licenses and permits, but we are also looking for partnerships and providing APIs. We want to give API to startups and work collaboratively. We have also made good innovations in the field of Mellat Bank facilities and have been facilitators. We have moved the provision of facilities to counter offices and we are changing the paradigm and changing the shift on the credit hub.
He continues: Most of Mellat Bank’s customers are legal and commercial, and we have to come up with creative ideas based on meeting their needs. Currently, Behsazan Mellat is not looking to provide services to other banks.
Because we are looking for the space of innovation and digital transformation, we must be able to work with all ecosystems.
According to Sadeghi, Mellat Bank has four arms: one is the digital transformation center, one of which is Behsazan Mellat Holding, the other is the bank itself, and one is Behsazan Mellat Company. Maybe until now, these 4 pillars have not been able to function correctly and in connection with each other. But the future plan of the holding and the company is to move together in line with the goals of the holding.
Behsazan Mellat moves towards Open Platform
In the end, Sadeghi says about Behsazan’s direction and future prospects: We care more about highlighting our role than in the past. At Behsazan Holding, we have almost all infrastructure facilities and this makes our future brighter. Fortunately, Bank Mellat managers are not strict with technology and we are moving towards an open platform so that we can provide our services more easily and easily.
In addition to the fact that we have a prominent role in carrying out national projects, all of which have been successful so far. We do not have a failed national project, and this shows the strength of the Bank Mellat and Behsazan Mellat team.
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