Digital evolution and the empowered super member

5 min read
5 min read

The pace of change in the general technology landscape is staggering. From this, a new breed of super fund member has emerged, well versed in technology and comfortable in the digital space. The challenge for super funds is to now bridge the widening gap between digital literacy and financial literacy. While engaging via technology becomes second nature for many, the nuances of superannuation and the many important decisions that go with it are not necessarily something members are well-versed in.

So where should super funds be focusing their attention? What do members want, and how are they actually engaging with their super funds?

Looking at the digital landscape

The Digital Report looks at Australia’s top 50 super funds for 2019, based on funds under management. We then investigate each fund’s website, functionality and online services available to their members, as compared to those offered the previous year.

While technology is advancing at a rapid pace, this doesn’t necessarily translate to successfully streamlined online processes for members and super funds. In fact, looking at the decline of certain online offerings drives home the message that just because super funds can utilise certain technologies, doesn’t mean they should.

Particularly fascinating is the drop in chatbot uptake. There was a lot of talk in the financial services industry (and in the digital space generally) about chatbots being essential for successful 24/7 customer service. This led to many superannuation companies investing heavily in chatbots – yet only 8 per cent of super funds still offered this service in 2019 compared to 18 per cent in 2018. The substantial drop is one of the more notable figures from this year’s study, possibly reflecting the need for funds to put this strategy on hold until the technology advances and the service capabilities of chatbots catch up with members’ expectations.

What we have seen over the last few years is a greater diversity of systems and tools provided to the customer. This year, 6 per cent of super funds started using Single Sign On (SSO) capability for third party verification, whereas none used it last year. Given the diversity and the security requirements, we can see that SSO usage will most likely increase in the coming years.

There has also been an increase in live chat services. What’s driving super funds seems to be efficiency in engagement and using the tools at their disposal to ensure members can connect in whatever way meets their needs, at any given time.

Understanding your customers’ preferences

The survey has been part of our report since the first annual study in 2014 with customer experience questions establishing the most common activities that a member would need to undertake with their fund. Everything from viewing current superannuation balances to testing retirement calculators and everything in between, rated on a 10-point scale. So, what did we find?

As expected, the member journey is far from linear. While advancement in the digital space means that accessing information and setting up accounts has never been easier, members are nevertheless finding hurdles as they progress through the superannuation journey.

Looking at the customer experience, it’s clear that members transition away from mobile apps to laptop/desktop to complete more complex tasks. For some, this was as basic as investment details not loading clearly on mobile apps, with members resorting to laptops or desktops for improved page rendering on less responsive sites. For others, lengthy processing resulted in frustrating ‘time outs’ and re-entering of data on mobile devices.

Noticeably, there remain significant gaps in the user experience on mobile apps, for example not allowing members to alter their investment choices or to find Statements and Corporate Governance documents.

The role of innovation in improving customer experience

What has become most apparent this year is that many areas of online functionality have become standard. As is expected with digital evolution, what was once seen as revolutionary is now commonplace. This year we broadened the scope of our research by including a section of Innovation Interviews with nine thought-leaders in the superannuation industry.

We learnt that:

  • super funds need to take control of their data in order to better serve members’ interests and empower members to make informed decisions
  • super funds need to confront regulatory hurdles around the use of data in order to work towards straight-through-processing, greater accuracy and reduced errors
  • the implementation of real time reporting will give super funds the capacity to understand members, meet their needs, and predict behaviours.

AI, robotics, and paperless environments were also hot topics. These interviews gave us a clearer context and an insight into what is on the horizon.

Trends and strategies ahead for super funds

When it comes to the digital landscape, there is a massive opportunity to leverage. Super funds can speak to members and engage with them via more touchpoints than ever before. While this has the potential to create lasting and loyal relationships, funds that don’t adequately make use of the technology risk losing out to the competition.

While it’s vital for super funds to be fast-moving and agile, it’s essential to ensure a seamless customer experience and be led by a people-first rather than a technology-first approach. What other trends are overpromising and underdelivering? What are the basics that many super funds are still failing to get right (causing members to look elsewhere)? Does your long-term strategy align with where the industry is headed and what your customer wants?

To find out more, download the full report here.

To contribute your thoughts about what’s happening in the superannuation industry and anything impacting you and your members, you’re welcome to contact IQ Group at info@iqgroup.com.au.

Picture of By Katherine Forrest

By Katherine Forrest

head of capability

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Carmen Beverley-Smith

Executive Director - Superannuation, Life & Private Health Insurance, APRA

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Carmen joined APRA in March 2023 and holds the role of Executive Director, Life and Private Health Insurance and Superannuation.  

She has had an esteemed career in financial services, spanning over 25 years. She has held diverse leadership roles at Westpac and Commonwealth Bank of Australia, including across risk, transformation and change, product and portfolio development, and sales and service. 

Prior to joining APRA, she held the role of General Manager, Risk Transformation Delivery Integration at Westpac. This involved leading the group-wide implementation of a suite of solutions to uplift risk management capability and develop data, analytics and reporting. 

Carmen leads with a values-driven approach and a particular interest in developing and mentoring talent. 

She holds a Bachelor of Commerce and Accounting, is a certified Chartered Accountant and a Graduate of the Australian Institute of Company Directors. 

Amy C. Edmondson

Novartis Professor of Leadership and Management, Harvard Business School

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Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.

Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization’s Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organisational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Her prior books – Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012), Teaming to Innovate (Jossey-Bass, 2013) and Extreme Teaming (Emerald, 2017) – explore teamwork in dynamic organisational environments. In Building the future: Big teaming for audacious innovation (Berrett-Koehler, 2016), she examines the challenges and opportunities of teaming across industries to build smart cities. 

Edmondson’s latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and the UK in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.

Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller’s mathematical contributions for a non-technical audience. Edmondson received her PhD in organisational behavior, AM in psychology, and AB in engineering and design from Harvard University.

 

Daniel Mulino MP

Assistant Treasurer and Minister for Financial Services

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Born in Brindisi, Italy, Daniel was a young child when he moved with his family to Australia. He grew up in Canberra and completed his first degrees – arts and law – at the ANU. He then completed a Master of Economics (University of Sydney) and a PhD in economics from Yale.

He lectured at Monash University, was an economic adviser in the Gillard government and was a Victorian MP from 2014 to 2018. As Parliamentary Secretary to the Treasurer of Victoria, Daniel helped deliver major infrastructure projects and developed innovative financing structures for community projects.

In 2018 he was preselected for the new federal seat of Fraser and became its first MP at the 2019 election, re-elected in 2022 and 2025. From 2022 to 2025, Daniel was chair of the House of Representatives’ Standing Economics Committee in which he chaired inquiries; economic dynamism, competition and business formation and insurers’ responses to 2022 major floods claims.

In 2025, he became the Assistant Treasurer and Minister for Financial Services.

In August 2022, Daniel published ‘Safety Net: The Future of Welfare in Australia’, which aims to explore the ways in which an insurance approach can improve the effectiveness of government service delivery.