本個案係導因於2016年因國內某銀行未完全遵循美國洗錢防制相關規定，遭巨額罰款，又面臨2018年亞太洗錢防制組織會員國之間將至台灣進行洗錢防制作業實地相互評鑑，金融主管機關對於金融機構之洗錢防制監理強度不斷提高，而個案銀行此時遭主管機關提出既有的洗錢防制系統及作業規範，需要重新檢視是否能有效整合且落實於所經營之業務，且洗錢防制系統，未能與內部系統即時介接，仰賴人工紙本作業，導致作業繁雜且易有缺漏，無法全面落實洗錢防制法規，也需要立即改善。在此同時面對外部金融同業及新興金融科技公司之競爭壓力，極力想推廣之數位金融業務，因新開發及既有之系統定位不明確、內部作業流程未梳理、行員未認同等原因，導致數位金融業務停滯不前。
本文以個案銀行面對內外部之壓力，確立所能提供跨部門協作之全方位的金融服務，並建構數位化金融服務，輔以實體分行建立客戶之信任感，虛實相互導客之策略，同時積極建構洗錢防制認識客戶系統，以資訊系統成功模型之各個指標因素進行檢視，系統能夠快速併入新應用程式，無需每次執行深度整合，並以此為核心提供各項金融業務認識客戶之服務，進而逐步將洗錢防制規範及作業內化到各業務作業及系統，達到合規之目標，於此同時同步對內部人員組織、系統及作業流程進行變革，循序漸進將變革阻力予以削減，以凝聚共識，累積核心資源，最終由下而上邁向共同目標- 內化洗錢防制合規，完成建構數位金融之核心策略。
本論文以哈佛個案研究之方式進行，個案內容可用於討論企業成長策略、資訊系統成功理論、服務導向架構、組織變革等議題，以供國內金融產業在發展數位金融及洗錢防制系統的重要參考依據。

The case was due to the incompliance with the relevant regulation of money laundering in the U.S of a Taiwan bank in 2017 that caused a significant fine. In 2018, the Asia/Pacific Group on Money Laundering is coming to Taiwan to conduct on-site mutual evaluation of money laundering prevention operations.
At that time, the competent authority proposed that the existing money laundering prevention system and operational specifications of the bank mentioned in the case need to be re-examined to see if it can be effectively integrated and implemented in the business it operates. Moreover, the money laundering prevention system cannot be directly connected with the internal system and relies on Manual paper-based operations resulted in complicated operations and are prone to omissions, which cannot fully implement money laundering prevention regulations and need to be improved immediately.
Facing the pressure from external competitors and emerging financial technology companies, the bank tried to promote its digital financial business. Due to the vague positioning of the newly developed and existing systems, the internal operation process hasn’t been improved and the disagreement of staffs. As a result, this led to the stagnation of digital financial business.
This paper is based on the internal and external pressures faced by bank, establishing a full range of financial services that can provide cross functional communication and building digital financial services can build customer trust, ultimately guide customers through clicks-and-mortar strategies, while at the same time, actively construct the know-your-customer system of Anti-Money laundering.
Furthermore, by checking various indicators of Delone and McLean IS success model, the system was quickly integrated into new applications without the need to perform in deep integration each time. As a result, we provide various financial services understanding customers, then gradually standardize and internalize Anti-Money laundering operations into systems to meet the compliance, as well as simultaneously changing the internal personnel organization, system and operation process, and gradually reducing the resistance to change in order to build consensus and accumulate core resources. In the end, this will move towards the common goal from the bottom up - internalizing the compliance of Anti-Money and completing the core strategy of the construction of digital finance.
This paper was written in the way of Harvard business case. We can discuss the growing strategies of a company, Delone and McLean IS success model, Service-Oriented Architecture (SOA) and organizational change through the content of this case. These provide a useful reference for the domestic Financial on developing a construction of digital finance and Anti-Money Laundering system.

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