Branches are about specialized service. Sometimes that’s self-service.

When customers and members walk into their bank or credit union, the surroundings should be welcoming and flexible, the technology convenient and functional, and the staff approachable and well-trained.

Physical banking spaces are most effective when they reflect their modern place in a broader banking ecosystem. Today’s branches are but one stop in an integrated banking experience that extends to ATMs, interactive teller machines, or ITMs, contact centers, as well as mobile and online functionality.

Branch relationships remain a key customer touchpoint for banks and credit unions looking to differentiate from nonbank lenders, neobanks and other competition. Branch professionals are expected to be product-savvy, understand small business needs and help patrons shift from digital to in-person transactions, or vice versa.

In the March BAI Executive Report, Branches: Adapting for the modern customer, we kick off with some advice from design-build firm DBSI. Pulling from decades of experience helping financial services firms transform the branch, the firm’s principal tells us who to invite to the planning process. Hint: it expands beyond facilities and IT teams.

The point of emphasis is customers and members inform design. The rise of self-service banking harkens primarily to a digital migration—banking on your smartphone in a café, let’s say. But the modern branch has a role in this shift as well. A branch with self-service features is a bridge between digital and physical channels. That’s why DBSI includes an Ideation Center where banking leaders can interact with model branches of today and tomorrow, intentional spaces that address consumers’ diverse preferences and technological comfort levels.

The March issue also examines, in two articles, how to leverage ATMs to offload some of the cost burden from your branches and credit union locations while delivering to your stakeholders more of the features they’ve been asking for.

And not to be lost in the messaging: Interactive ATMs cost-effectively create “mini branches” in underserved banking areas. That equates to potential upside for communities and the financial services sector.

Our contributors this month include:

-Steve Nagolo from NCR Atleos, who showcases market-tested use cases of smarter, safer digital integration between branches and ATMs, including benefits to employees.

-Glia’s Emily Wilson, writing why she believes it’s imperative for CX to be consistent, adaptable and scalable across an omnichannel strategy, with branches no exception.

-And Verint’s Jackie Hudson, who walks through key considerations to modernize a branch workforce management (WFM) program to improve staffing, sales team productivity and boost time spent on revenue-generating activities.

We know there are vital resource considerations in trying to be everything to everyone. Traditional customers and members value face-to-face advice, assurance and a handshake. Digital-first consumers want to bank from anywhere. But they too need the branch, especially as they tell BAI Researchers, when transactions get more complex.

Striking a balance between these contrasting needs remains imperative for organizations seeking to differentiate themselves in an increasingly competitive marketplace.

That’s why we hope you find value in our report’s exploration of intelligent and inspiring design, efficient cloud-based middleware and ATM-as-a-Service updates, cash recycling, smart staffing choices and regardless of channel, dedication to the best customer experience.

Rachel Koning Beals is Senior Editor at BAI.