IMPROVING THE DIGITAL TRANSFORMATION STRATEGY OF COMMERCIAL BANKS

Abstract

This article examines the issues of forming a digital transformation strategy in commercial banks and aligning it with the bank's resources, risk profile, and target customer segments. In the context of the expansion of digital channels, increasing competition with fintech companies, and the growing demand of customers for personalized services, the necessity of managing transformation not merely as a technological upgrade, but as a process of restructuring the bank's business model, is substantiated. The research employs systematic and comparative analysis, SWOT analysis, content analysis, and expert-analytical scoring methods. Using "Turonbank" JSCB as a case study, alternative digital transformation directions are evaluated based on the criteria of capital intensity, technological readiness, market potential, risk level, compatibility with the existing branch network, and implementation timeframe. The results show that the effectiveness of digital transformation depends on the alignment of technological infrastructure with risk management, employee competencies, data quality, and a customer-centric business model. Based on the research, an organizational and economic mechanism aimed at integrating digital and traditional service channels for commercial banks is proposed