The digitalization of the Brazilian financial system has accelerated significantly in recent years. Internet banking, mobile banking, open finance and new digital channels are no longer differentiators and have become part of the basic operation of banks, cooperatives, insurers and payment institutions. Even so, many organizations still struggle to deliver truly integrated, efficient and scalable experiences.
This happens because the evolution of channels in the financial sector is not just a user interface or user experience challenge. It is primarily a structural issue related to architecture, data and integration with legacy systems, within a highly regulated environment that is sensitive to operational risk.
The growth of digital channels in the financial sector
Consumer behavior has changed definitively. The digital contracting of financial products has increased, the use of banking apps has consolidated, and relationships with financial institutions now occur across multiple touchpoints throughout the customer journey.
Channels such as mobile apps, internet banking, WhatsApp, web platforms and in-person service often coexist without proper integration. The result is fragmented experiences, operational rework and difficulty scaling new products with speed and control.
In this context, the challenge is not simply to “be present on every channel,” but to orchestrate digital journeys consistently, ensuring that data, processes and business rules are aligned across the entire operation.
The limits of traditional omnichannel approaches
For years, the omnichannel concept was adopted as a response to channel fragmentation. In practice, however, many initiatives were limited to visual standardization or the replication of functionalities across platforms.
In the financial sector, this model faces clear limitations. Digital channels must handle:
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strict regulatory requirements,
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identity validation and fraud prevention,
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integration with core banking systems,
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critical processes such as credit, payments and insurance.
Without a solid architectural foundation, omnichannel becomes a superficial layer, unable to sustain growth, innovation and operational efficiency.
Beyond overcoming the traditional omnichannel model, financial institutions must recognize that digital channels are a direct extension of their transactional infrastructure. When this understanding matures, a fundamental shift in perspective occurs. In this sense, Rodrigo Schmitz, Head of BFSI Business at INSI, explains that “there is no robust digital experience when channels evolve on the surface while architecture remains static. The financial sector only scales when experience, data and core banking evolve in a coordinated way, respecting the regulatory and operational complexity of the environment.”
Core banking and channels: an inseparable relationship
The digital experience offered to customers is a direct consequence of the maturity of the core banking system and its surrounding platforms. Capabilities such as digital account opening, credit contracting, insurance management or financial transactions depend on deep integration with legacy environments.
Modernizing the core does not necessarily mean fully replacing systems, but rather the progressive evolution of architecture, using APIs, microservices, automation and integration layers that provide greater flexibility for digital channels.
When channels and core systems evolve independently, operational bottlenecks emerge, costs increase and the ability to launch new products becomes limited.
Open Finance and data as accelerators of channel evolution
The open finance agenda has expanded the role of data in the financial sector. Structured data sharing, combined with consent and governance, has enabled more personalized and contextualized digital channel experiences.
However, the value of open finance only materializes when institutions are able to:
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integrate internal and external data,
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turn information into near real-time decisions,
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apply data intelligence in a secure and auditable way.
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Digital channels become not only service touchpoints, but intelligent decision interfaces, connected to analytical engines and business rules.
Data maturity has become a key differentiator between institutions that merely digitize processes and those that truly transform their operations. At this point, open finance stops being a regulatory obligation and becomes a strategic engine for innovation. On this topic, Schmitz highlights that “open finance only delivers value when it is coupled with an architecture capable of consuming, processing and applying data in near real time. In the financial sector, data is not only used to personalize journeys; it supports critical decisions and protects the stability of operations.”
The role of artificial intelligence in the evolution of channels
Artificial intelligence has been widely discussed in the context of financial channels, especially in applications such as automated service and virtual assistants. However, its most relevant impact occurs when it is used as a support layer for operations, rather than as an indiscriminate replacement for critical processes.
In complex financial environments, AI is most effective when it:
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automates simple transactional interactions,
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supports human agents with recommendations and contextual insights,
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contributes to risk analysis, fraud prevention and offer personalization,
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operates integrated with core systems and existing regulatory rules.
Responsible AI adoption requires governance, data quality and a clear understanding of its limits, especially in sensitive sectors such as finance.
Real impacts of channel evolution
When channel evolution is treated as a structural topic, the impacts go beyond customer experience. Financial institutions begin to realize benefits such as:
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greater operational efficiency,
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reduced rework and manual errors,
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faster time to market for new products,
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improved regulatory control and traceability,
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more consistent experiences across the customer journey.
These gains are sustainable only when channels, data, processes and architecture evolve in an integrated manner.
Where INSI operates in this context
Projects focused on the evolution of financial channels require deep knowledge of regulated environments, integration with legacy systems and intelligent use of data and automation. With more than 20 years of experience in BFSI, INSI offers a broad portfolio of services, including Digital Strategy (Strategic Planning, Agile Transformation, Portfolio Management and Change Management), Digital Solutions (Product Strategy and Upstream, Architecture, Cloud, Smart Squads for Development and AI-accelerated Test Automation and DevSecOps) and Data (Datalake, Datamesh, Databricks, Analytics and Machine Learning). In addition, we extensively leverage current technologies to drive operational efficiency, including process automation through RPA and Low-code, image recognition with OCR and LLMs, and other advanced solutions.
Schmitz highlights that “through this service portfolio, we have specialized in supporting channels, whether internet banking for individuals and businesses, mobile banking, journey redesign (Customer Experience) or the integration of channels with core banking and other products and solutions.” This approach enables institutions to evolve their channels progressively and securely, respecting sector complexity and preparing the ground for future initiatives in credit, acquiring, insurance, onboarding, fraud prevention and open finance.