While regulatory pressures remain top of mind for the mortgage industry,
To be sure, regulatory compliance remains an omnipotent force underscoring the industry's every motivation. But with most of the major regulations created in response to the housing crisis now in place, the compliance focus is shifting from implementation to maintenance — while providing lenders and servicers with some much-needed breathing room to focus on more competitive- and business-oriented initiatives.
As a result, mortgage companies are setting their 2016 strategic sights on initiatives aimed at two primary goals: optimizing internal operations and
Compliance and regulation were top among lender concerns in 2015, and will remain so for 2016. But the survey reveals a dramatic shift in lenders' goals for acquiring new technology — 44% of lenders selected "innovating to gain a competitive advantage" as the primary goal of their firms' 2016 technology acquisition, up from 19% for 2015 — which points to a similarly dramatic shift in underlying strategic thinking. And that swing comes as the percentage of lenders who named "meeting compliance requirements" as the impetus for new technology purchasing dropped from 73% to 42% from 2015 to 2016.
Adding Resources
Lenders' renewed focus on internal improvement comes at a time when many are professing
In addition, more than one-third of respondents cited investment in technology as one of their
However, the fact that technology ranked well behind other bread-and-butter strategic initiatives is misleading — for many respondents, technology investment is a means to an end rather than a strategic end in and of itself. Indeed,
Improving Quality Control
The post-bubble regulatory crackdown brought with it a mountain of compliance work in areas ranging from underwriting to fees to disclosure. While compliance may have forced some process improvements at companies, new rules and their attendant deadlines are not the kind of things that lend themselves to comprehensive process improvement.
It is clear that originators are now looking hard at their overall operating effectiveness. When asked how they intended to meet their 2016 strategic objectives, "implementing new processes" was often among the top two methods cited by executives. The sheer breadth of initiatives against which respondents aim to buttress internal processes — compliance, cost control, and improved service and profitability — points to a potentially rich opportunity for firms and technologies that can help bridge process gaps.
Indeed, originators are looking at their key customer acquisition and service touch points for improvement as well, and within these, the range of planned tactical approaches is a broader one. Training staff and increasing sales and marketing resources are top of mind for several strategic objectives, including efforts to generate new business among
The correlation between training and increased marketing for certain consumer-facing priorities is noteworthy, given recent Consumer Financial Protection Bureau actions
In contrast, next year's efforts to attract millennial customers look to be squarely in the digital space, with