While digital transformation is reshaping compliance across Europe, the Greek financial sector tells a more complex story. Adoption is slower. Resistance is higher. And the reasons run deeper than outdated tech.
Based on an in-depth interview with a seasoned compliance executive, this piece explores why digital onboarding and KYC tools struggle in Greece—and what actually works. It’s a rare, ground-level look at the tension between innovation and cultural trust, regulatory caution, and generational dynamics that shape the adoption of digital compliance systems.
In much of Western Europe, compliance innovation is framed around speed, scale, and efficiency. In Greece, the conversation begins with trust.
“People here are still not comfortable with digital tools, especially for something sensitive like identification,” said a compliance executive at a Greek fintech. “Even when tools are available, clients don’t use them.”
Several factors contribute to this slow digital transition:
A large portion of the population is over 45, with limited tech adoption
Traditional, face-to-face service expectations remain strong
Strict requirements from the Bank of Greece limit the range of digital tools allowed
This creates a uniquely challenging environment where compliance professionals must balance modern expectations with deeply rooted legacy behaviors; internally and externally.
A failed remote identification project illustrates the gap between digital ambitions and real-world behavior.
After months of planning and thousands spent on a remote ID verification system, adoption was under one in a thousand. Even with awareness campaigns and personal outreach from relationship managers, clients - especially older ones or those in rural areas - simply didn’t feel comfortable using it.
The project became a cautionary tale, showing that even well-funded digital solutions can fall flat without cultural alignment and user readiness.
Greece’s regulatory environment compounds the challenge. Financial institutions are required to use certified third-party agents for remote onboarding, rather than deploying software directly.
This adds operational complexity:
Agents must be clearly identified to clients
Institutions are held accountable for their performance
Errors—such as poor photo quality or data mismatches—trigger internal escalation
The number of certified agents is small, limiting flexibility and pricing power
“There’s not much room for innovation,” said the executive. “It’s expensive, restrictive, and offers little differentiation.”
Not all digital initiatives have failed. One standout success is transaction monitoring.
By moving from manual reviews to automated systems, the team saw major improvements:
Real-time alerts based on configurable scenarios
Reduced manual workload and faster resolution
Scalable processes that grow with business volume
Easier, faster regulatory reporting
“This was one of the few digital initiatives that delivered exactly what it promised,” he said. The key difference? It addressed internal operations—not client-facing behavior.
While outsourcing digital onboarding to agents is required, it often creates more problems than it solves.
Common issues include:
Low-resolution ID scans and incomplete forms
Delays in submissions and poor client communication
Errors that trigger compliance escalations and internal rework
In one case, the institution paid a flat fee regardless of usage—based on projected adoption that never came. “We were doing the work to clean up their mistakes, and still paying full price,” the executive said.
In response to low digital adoption, many institutions are leaning on a silent workaround: younger family members.
“In Greece, families are close. My fiancée does all her mother’s banking,” the executive explained. “Her mother recently had to renew a debit card online, but didn’t know how.”
Financial tools are increasingly designed for two users: the account holder, and the tech-savvy relative helping them. While effective in the short term, this model is fragile and excludes clients who don’t have someone to assist them.
Despite these hurdles, the shift to digital is happening—gradually.
The executive highlighted signs of progress:
Capital controls in 2015 nudged customers toward online banking
The COVID-19 pandemic accelerated digital channel usage
The European Central Bank’s digital euro initiative points to a fully digital future
But he cautions that the transition must be inclusive. “The key will be evolution, not revolution. You can’t just shut down branches and expect everyone to go online.”
For RegTech providers and financial services entering the Greek market, a localized approach is essential.
According to the executive, success depends on:
Meeting local regulatory expectations and certification requirements
Investing in client education and support—not just features
Designing user experiences that account for shared or assisted use
Offering hybrid workflows where manual options remain available
“You can’t just drop a solution into this market and expect it to scale,” he warned. “You need to understand who you're building for.”
Greece’s experience reminds us that technology alone doesn’t drive transformation. Culture, regulation, and trust shape adoption just as much as UX or infrastructure.
Local compliance leaders aren’t resistant to change. They’re pragmatic about what it takes to implement it—and cautious about moving too fast in a high-risk environment.
Digital progress is happening, but it’s not just about code. It’s about people. And in Greece, that means designing digital systems that account for tradition, relationships, and gradual change.