Bancolombia reconoce que las alertas antifraude tradicionales no bastan
El banco lanza un documental con testimonios de víctimas con el que buscan que las personas aprendan a reconocer la manipulación. Pero su efectividad todavía está por demostrarse. ... Leer más... La entrada Bancolombia reconoce que las alertas antifraude tradicionales no bastan se publicó primero en IUPANA.
El banco lanza un documental con testimonios de víctimas con el que buscan que las personas aprendan a reconocer la manipulación. Pero su efectividad todavía está por demostrarse. ... Leer más... La entrada Bancolombia reconoce que las alertas antifraude tradicionales no bastan se publicó primero en IUPANA.
En contexto
- Tema: Banca y Fintech — Banca digital, pagos, open banking y regulación financiera.
- Fuente: iupana
- Publicado: 21/10/2026
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Why it matters
Financial services has one characteristic that makes it unlike every other sector: it can fail on experience and survive, but it cannot fail on trust. That is why moves that look slow from the outside are usually prudent from the inside.
I separate what improves the customer's life from what improves the bank's margin. Sometimes they coincide, and those are the good projects. When they do not, it is worth saying so out loud in committee, because a project that only improves margin shows up in customer satisfaction sooner than people expect.
What usually goes wrong
What I see fail most is underestimated compliance load. The product gets designed around the customer and legal comes in late, once it is already built. That is when requirements appear that force whole flows to be redone, and what was going to ship in one quarter ships in three.
What to watch
- What the local regulator requires and by when, because the deadline is usually the real constraint.
- How money is returned when something fails, and how fast the customer sees it.
- Which part of the customer relationship ends up with a third party and whether that is reversible.
How I read this entry
I would treat it as a conversation about partnerships rather than product. In this sector fewer and fewer institutions build everything, and the relevant decision is who you partner with and which part of the customer relationship you hand over. That handover is hard to reverse later.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
