For a UK building society, digital transformation means changing how it serves members and runs its operations by combining technology, data and redesigned processes. It is not simply the launch of an app: it can reach from mortgage and savings journeys to core systems, colleague workflows, governance and cyber resilience. Its purpose is to improve service, access, resilience or efficiency in ways that support the society’s members and mutual purpose.
What digital transformation includes
Transformation connects several parts of a society rather than treating each new technology as a standalone project.
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- Member and intermediary journeys: mobile and online services, digital identity, mortgage applications, savings servicing and useful information for mortgage brokers.
- Core platforms and integration: improving or replacing legacy systems, connecting services through APIs, and using third-party or cloud-based capabilities.
- Work and operating model: automation, better use of data, redesigned processes, colleague skills and coordination with external partners.
- Governance and purpose: strategic alignment, risk management, cyber resilience, inclusion and member involvement in decisions.
The BSA and Whitecap Consulting’s 2021 sector analysis described societies using technologies such as robotics, chatbots, cloud services, APIs, mobile apps, digital IDs and Open Banking. It also described branches being reconsidered as places for community engagement and support. That is a snapshot of activity reported in 2021, not a claim that every society uses each technology.
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Digital capability can affect how members and brokers interact with a society, how services are distributed and how efficiently operations run. The BSA and Whitecap Consulting’s Building Societies Report 2025 identifies mobile platforms and apps as the top technology-investment priority over the following five years. Its public summary also says over 60% of survey respondents identified investment in intermediary-facing digital capabilities as a key focus area over that period. These are reported survey priorities, not a delivery plan for every society.
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There is also a sector-wide dimension. The BSA’s strategy for sector growth calls for practical collaboration to build shared technology, risk, cyber and skills capability and reduce back-office costs. A society may therefore consider both its own transformation needs and whether shared sector capabilities could help.
How societies can choose a modernisation route
There is no single route suited to every society. Options described in the BSA’s 2021 technology discussion range from extending incumbent systems and integrating third-party applications to phased modernisation or full core-system replacement. A useful comparison starts with the outcomes and constraints:
- Member and broker outcomes: Which journeys should become clearer, quicker or more accessible?
- Legacy fit and integration: Can existing systems be extended safely, or do their constraints make replacement more viable?
- Cost and delivery capacity: What are the full implementation and ongoing operating costs, and are the necessary budget and skills available?
- Resilience and risk: How will migration, external dependencies, cyber security and service continuity be managed?
- Flexibility and pace: Can work be delivered in phases and adapted as member needs change?
- Mutual purpose and inclusion: Who benefits, who could be excluded, and what human or branch support should remain?
The BSA/Whitecap discussion reported that, in its 2021 survey, 60% of respondents cited budget constraints and 57% cited legacy systems as barriers to adopting newer technology. It also attributed 24% of high-severity customer-facing incidents to technology change. These are figures reported in that 2021 source, not current measurements or predictions about an individual society’s programme. See the BSA’s May 2021 discussion.
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What implementation involves
Technology choices need to be tied to business and member goals, then delivered through governed change. In 2025 BSA conference coverage, Arindam Chaudhuri, Director – Digital Mortgage Products and Solutions, UK and Europe, at Tata Consultancy Services, described modernisation as requiring strategic alignment, strong governance, disciplined data migration, phased implementation, change management, experienced delivery partners, usable experiences and post-implementation support. This is an attributed vendor-executive perspective, not an independent evaluation of a particular society’s programme. The coverage is available in the BSA’s 2025 article on digital transformation.
In practical terms, a transformation plan should connect each technology change to a defined service or operational need, assess risks and migration requirements, and account for the people who will use and support the new processes. A platform alone cannot establish that a society will achieve a particular outcome.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How to keep mutual purpose and access central
Digital services can make routine tasks easier, but a digital-only approach can leave some members behind. A BSA blog from June 2020 identifies barriers such as access to devices or the internet, awareness and confidence. It notes that apps, chatbots and voice assistants may not suit people who are less financially or technically confident. These concerns support designing connected service choices; they do not establish that every society should keep the same branch model. The BSA discusses the issue in its article on digital transformation and social purpose.
Member involvement can help determine which services should change, where people need assistance and how success should be judged. The BSA’s overview of conversations with members connects member feedback in mutually owned societies with strategic decisions and managerial accountability. That makes listening to members part of transformation planning, not just a way to review a finished digital service.
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Survey findings help show what participating societies have identified as priorities, but they should not be mistaken for universal adoption rates or commitments. For example, a BSA/Whitecap survey reported in 2021 found that 67% of responding building societies identified digital transformation as their primary challenge over the next five years. That is historical context, distinct from the priorities reported in the 2025 report summary.
The BSA’s homepage says it represents all 42 UK building societies, but that association membership figure can change. It is not a measure of how many societies have adopted a particular technology.
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