
In "Breaking Banks," Brett King exposes how fintech revolutionaries are dismantling traditional banking. Why are industry titans like Ryan Caldwell calling it essential reading? As branch transactions plummet and neo-banks rise, discover how this 2014 manifesto predicted our cashless future.
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Walk into any bank branch today and you'll notice something peculiar: it looks almost identical to a bank from 1950. Sure, there are computers instead of ledgers, but the basic experience-waiting in line, talking to a teller, filling out forms-remains stubbornly unchanged. Paul Volcker, former Federal Reserve Chairman, once quipped that the ATM was banking's last great innovation. Think about that for a moment. While music streaming killed record stores, Amazon transformed retail, and smartphones revolutionized communication, banking has been remarkably resistant to change. But that resistance is crumbling. The global financial crisis shattered trust in traditional institutions, smartphones put financial power in everyone's pocket, and a generation that grew up with Instagram has zero patience for visiting branches. What's happening now isn't just another wave of innovation-it's a complete reimagining of what money and banking could be. Most banks still treat their branch networks as sacred assets, justifying massive real estate investments with claims that customers "need" face-to-face interactions. Yet branch transactions have been declining 3% annually for years, now accelerating to 5-7% as ATMs and mobile apps handle routine transactions. Two-thirds of consumers now shop exclusively online for financial products. Meanwhile, banks continue spending 7.3% of their budgets on IT-twice the industry average-while generating remarkably poor returns. The four largest U.S. banks generated $51 billion in profit with over one million employees-roughly $48,517 per employee. Google, Apple, Microsoft, and Oracle delivered $85.2 billion with just 341,777 employees-about $249,285 per employee, over five times more efficient. The difference? Tech companies built for digital revenue generation while banks digitized primarily for cost reduction. These success stories reveal an uncomfortable truth: branches exist primarily to justify their own existence.