ファイナンス 2017年7月号 Vol.53 No.4

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nancial services. The way I look at it is, these are advances in digital tools, which help human expertise get optimized in delivering services to clients. Furthermore, the advances in comput-ing power today are moving at an astronomical pace, which means that, all of a sudden, there is much more immediate and useful access to the incredible amount of digital data that’s available, which can again help us provide bet-ter financial services to customers. And, over time, cheaper, because we don’t necessarily need a lot of bricks-and-mortar branches. We can do things through electronic delivery, which means it’s cheaper. And then, if we look in the institutional parts of our business, the ability to deploy new technology practices for front-to-back processing means much more e-cient infrastructure plants than we have histori-cally had. So there is this big challenge right now of how do you move from the legacy plant that we had in our business structures and into what the future looks like, and I think this is something that’s in the process of happening right now. But I think it’s very exciting. Some people say, “Well, nancial service jobs are go-ing away because Fintech will do everything.” But that misses a core point, I believe, that the digital tools just optimize the way nancial ser-vices’ expertise and practitioners serve clients.So, financial services is not going away. If you think about Amazon, for instance, some people don’t go to stores any more as they can sit in their living room and buy anything they want from anywhere in the world that they want with a couple of clicks and it’s delivered to their door the next day. That is an amazing thing. And there’s less people working in retail stores but there’s more people working in logis-tical distribution warehouses. And there’s more people working on advertising algorithms to support the delivery of electronic purchasing platforms.▶Mr. Kanda：　Right, it’s encouraging to hear that the digitalization will not displace the hu-manity while digitalization transforms human society radically. Among others, this technolog-ical transformation will necessitate the change in the composition of staff mix. For instance, the NY HQ of GS is said to have reduced stock traders from 600 to only 2. Frey and Osborne predicted many of finance related jobs would disappear, replaced by AI. You have made great eorts to develop human capital of your company. Given this changing environment, what kind of skill and people do you think will help the nancial industry survive and prosper, and what human resources strategy do you take to deal with this in your company?▷Mr. Kindred：　Sure. I would say there’s some evolution in the skill sets and people we hire. But it’s not what I would call fundamen-tal. I would say we’re hiring more people with technical, engineering, scientific kind of skill sets and degrees. But we still like to hire eco-nomics, social science, and liberal arts people as well. I mean, critical thinking skills and abil-ity to communicate effectively with clients is something that will be a consistently demand-ed skill set within our industry, I believe, at the end of the day, the heart of the banking system is trust. And, over time, more and more trust will be given to machines, but I think that the human element of communicating how that should happen will remain pretty central in the industry. And so, we have a really good mix of skill sets, but there’s been definitely a migra-tion upward in the proportion of scientic and mathematical, engineering, highly technical skill sets which drive the electronication parts of our business.And, it’s critical to be thinking as this evolu-tion happens, articial intelligence that’s com-ing from what we talked about in terms of big data, predictive analytics, and computer pro-cessing power, there will be many jobs that get lost. We think about what’s happening with blue-collar lost jobs causing the kind of uproar that we’ve seen with Brexit and the Trump ファイナンス　2017.739超有識者場外ヒアリング64連 載｜超有識者場外ヒアリング