Once a back-end cheque-clearing entity, LankaPay has now evolved into the backbone of Sri Lanka’s digital payments infrastructure. In a discussion with Echelon, Chairman Lakshman Silva, Chief Executive Channa de Silva, and Deputy Chief Executive Dinuka Perera outlined how the organisation is positioning itself to support broader financial inclusion through infrastructure that enables banks, fintechs, and telcos to deliver digital financial services to consumers. Smartphones are central to this shift. With penetration exceeding 70% of households, they have become the primary vehicle for accessing financial services.
Products such as CEFTS (real-time payments) and JustPay have helped embed digital transactions into everyday life. However, progress has been uneven. While the banking sector has made significant advances, much of the public sector has been slower in adapting to this change, depending largely on manual, cash based systems, slowed by legacy processes and fragmented digital governance. LankaPay does not interact with end users directly when facilitating financial services.
It provides the rails that allow regulated financial institutions and fintechs to offer consumer-facing digital financial services. The leadership is clear that digital infrastructure cannot be built on subsidies. Services must be affordable but commercially viable, and tax policy must support transparency and digital adoption. With over Rs45 trillion in transaction value processed in 2024, LankaPay is now targeting a shift of 30% of all cash transactions to digital. Reliability, security, and trust underpin that goal.
Excerpts of the discussion are as follows:
Much has changed in the past decade. Younger consumers now expect to manage nearly all aspects of their lives through a smartphone. As an organisation embedded in the country’s digital payments infrastructure, what does this shift in user behaviour and expectation mean for LankaPay?
Lakshman: I think this means a great deal for us. Traditionally, when people hear “LankaPay,” they tend to associate it with an older organisation focused solely on businesses and enterprises. But over the past two to three years, especially following COVID, there has been a significant shift towards digitalisation. LankaPay itself has transformed. What began as a payment settlement system has now evolved into a comprehensive, digitally integrated platform.
This transformation is important because it allows us to better engage with the younger generation. The new products and services we’re introducing to the market are designed to connect more people with LankaPay. Working closely with the banking and financial sector, and fintech, we’re creating a more mobile-centric environment for banking, payments, and business operations. So, in many ways, this marks a strong new beginning for us.
Twenty-three years ago, LankaPay began as a cheque-clearing operation. In recent years, it has undergone a significant transformation. How does the scale and nature of today’s digital infrastructure compare with those early days, and what does this shift signify for the organisation?
Channa: We’re aiming to shift from a cash-rich economy to a digital one, and the key question is: what’s the best channel to reach people? With the rise of internet penetration and smartphone usage, now found in about 70% of households due to factors like COVID and e-learning, we identified this as the most effective tool to drive this change. By leveraging smartphones, we bring financial services directly into people’s hands, allowing transactions to happen anytime, anywhere. This approach especially resonates with the younger generation, who are digital natives.
Instead of requiring people to visit physical locations, we’re delivering services straight to their fingertips. That convenience is what drives higher adoption when services meet people where they are, rather than people having to come to us. Take a simple example like making a payment to a government department. Traditionally, you’d have to visit the office in person, wait in line, and complete the payment during working hours.
But now, with digital services, you can make that same payment from the comfort of your home, even at midnight. This is what we mean by bringing the service to the consumer’s fingertips. It allows people to make payments at any time, from anywhere, even after a busy day at work. That’s the real convenience and the real shift in how services are delivered.
Lakshman Silva, Chairman of LankaPay
How would you define LankaPay’s role?
Lakshman: LankaPay was established by the Government of Sri Lanka, with the Central Bank of Sri Lanka being the largest shareholder with a 19.6% stake and the rest by all licensed commercial banks in the country. As such, it’s governed by a clear regulatory framework and operates under the oversight of the Central Bank, unlike fully independent private sector entities.
Our work aligns with two key objectives. First, we support the Central Bank’s agenda to promote financial inclusivity and reduce cash dependency, moving towards a more cashless society. Second, we facilitate the government’s broader digitalisation efforts, led by institutions like ICTA and supported by a dedicated task force. Since LankaPay is the designated financial infrastructure for digital transactions, any government initiative involving the banking or financial sector shall go through us, as we do carry the official mandate to handle such transactions within the digital economy.
Does that mean LankaPay is building a middle layer of technology, in a way?
Channa: LankaPay doesn’t directly serve end consumers for financial transactions. Instead, we operate in the background, powering banks and fintechs that consumers interact with. While our role has traditionally been providing backend infrastructure, it has now evolved – we also fill critical gaps to ensure a seamless end-to-end user experience. Our goal is to enable banks and fintechs to deliver smoother, more efficient services.
This ultimately benefits the consumer, even if they don’t see us directly. At the core, we’re working to drive a behavioural shift from cash to digital payments. That shift only happens when we solve real problems via technology or offer new, valuable services that didn’t exist before. By focusing on digital solutions that meet these needs, especially in payments, we aim to boost adoption and support the broader move towards a cashless society.
LankaPay is not behind just one product. While solving a consumer problem with the right solution may appear straightforward, the reality is more complex. Can you explain what is happening behind the scenes to ensure everything works seamlessly?
Dinuka: The smartphone has truly been a game changer for us. It allowed us to bring our products directly to the fingertips of both citizens and businesses. Most of our recent launches have been mobile-first solutions.
For example, JustPay was a breakthrough; it enabled users to register and access their bank accounts through mobile apps, regardless of the bank. Building on that, we’ve introduced several other smartphone-friendly products, including PayMe and Payment Exchange Name (PEN). Our approach has been to drive financial inclusion and promote digital payments primarily through smartphones. So yes, the smartphone has been a key catalyst in reaching the masses via our partner financial institutions.
Sri Lanka’s government has made accelerating dig italisation a clear priority. Sri Lanka appears to be lagging behind neighbours such as India, which has made rapid advances in recent years. Can you explain how LankaPay fits into this broader national digitalisation agenda, and how your efforts extend beyond payments alone?
Channa: To add to your point, Sri Lanka’s banking sector is not behind India in most areas as a percentage of GDP or population—in fact, in many areas like clearing, direct payments, and settlements, we may even be ahead. Our systems and risk-based regulations are quite advanced. However, when it comes to the government sector, we’re still lagging in digital isation. Past investments haven’t been sufficient, and there’s a longstanding mindset that services must be delivered by people, not machines. For example, in many local government authorities, payments still require standing in line and paying in cash, with even cheques sometimes not accepted.
Digital transformation in the public sector can’t happen through regulations or standards alone. It requires a cultural and structural shift, including how people are recruited and how institutions think. The government has acknowledged this gap, evident in the recent budget proposal to recruit 50,000 IT graduates to strengthen digital capabilities in the public sector. Initiatives like GovPay are promising, but for them to succeed, government institutions must fully adopt and integrate these systems.
For instance, if the real-time payments received through GovPay aren’t acknowledged by the government institutions promptly, public trust in the system will erode. While financial institutions are usually quick to adapt to digital changes, government bodies need more support. Until they’re fully equipped to manage digital services independently, LankaPay’s role is to provide the necessary backbone and guidance to help them transition.
Channa de Silva, Chief Executive of LankaPay
Is it fair to say that digital transformation is not just about technology? Beyond systems and infrastructure, how important are factors like trust, interoperability, and cultural change in enabling real progress?
Channa: Without waiting for full end-to-end government digitalisation, which could potentially take years, we’re focused on solving problems quickly by using existing technologies and working within the current limitations of government departments, many of which lack proper systems or technical staff. GovPay is a good example. Over 90% of government offices don’t have digital backend systems, but just a basic PC with a small application to generate, print and post invoices.
So, we built a simple solution: citizens receive a physical invoice, log into their internet or mobile banking, enter basic details, and make the payment. The money is instantaneously credited to the department, which gets an online portal to view and reconcile transactions. The citizen then receives a digital receipt and a subsequent SMS confirmation from the government department. It’s straightforward, cost-effective, and avoids overengineering. Another example is traffic fines. For decades, complex solutions were proposed, smartphones for police, new apps, and other hardware and software.
But we simplified it: if the citizen already has a smartphone and internet or mobile banking or fintech app, they can pay the fine on the spot. The police officer receives an SMS confirmation instantly and returns the license. No need for visits to post offices, which are often closed after office hours or on weekends. Our approach is about practical, scalable solutions using existing infrastructure, rather than waiting for complete system overhauls.
Dinuka Perera, Deputy Chief Executive of LankaPay
How have these efforts been received so far? Given the fear of the unknown, especially among government officials and others within the ecosystem? Has there been resistance or growing acceptance of digital adoption?
Dinuka: The response has been tremendous. In the past, we had to actively pursue government organisations to adopt online payments. Now, they’re approaching us, eager to get on board. This shift reflects a real mindset change; government entities increasingly see the value in digital payments, not just for public convenience, but also for improving their internal efficiencies. We currently have more than 50 government organisations connected with GovPay, and we expect that number to exceed 100 by the end of the year. The momentum from the government side has been very encouraging.
Channa: Payments are just one part of a larger process that often begins with documents like invoices or purchase orders. To truly improve efficiency, the entire cycle needs to be digital. That’s why we introduced digital signatures, allowing documents to be securely signed and shared without needing physical copies. A good example is with Customs. While Customs operates 24/7, previously, payments had to be made at a state bank before 3 PM on weekdays, creating a bottleneck.
We solved this by enabling digital payments, allowing transactions even at midnight on a Sunday. However, just enabling payments wasn’t enough; users still had to submit physical documents. Now, they can digitally sign and upload documents directly from their office to government systems like ASYCUDA, completing the process end-to-end. To fully realise these efficiencies, all relevant departments in the cycle need to be part of the same integrated digital ecosystem. Only then can the system function seamlessly and efficiently.
LankaPay appears to be addressing digitalisation from multiple fronts. Looking ahead, what are the key priorities that need to be executed over the next two to three years to effectively support the broader vision of a digitalised Sri Lanka?
Channa: It’s simple – most government departments need to accept digital payments. Legally, this is already supported by the Electronic Transactions Act of 2006, which gives complete legal validity to electronic communications. DIGITAL ECONOMY creating clear transaction trails. It also saves people’s time by allowing them to pay from anywhere, eliminating queues and reducing manual workload for government staff.
Beyond payments, digital communication like electronic documents must be embraced. Combining both will significantly improve government efficiency. This doesn’t require complex systems—existing technology is enough. What’s needed is regulatory and policy support from the government to mandate digital acceptance. That’s the key change required.
Lakshman: While we’ve focused on government payments in recent times, we also have a mandate to serve Sri Lanka’s general consumer market. Many consumers and merchants still prefer cash, and although credit cards made some impact, the QR payment system introduced by the Central Bank needs faster adoption. There’s been reluctance from both merchants and consumers..
Building confidence and encouraging usage are crucial. Sri Lanka’s QR adoption remains low, especially compared to markets like India, where tourists and locals widely use QR payments. We’re also working to facilitate payments for Indian and Chinese tourists through platforms like UPI, Alipay, UnionPay and WeChat Pay to improve digital payment acceptance.
So, this is already happening. Indian tourists here are using QR codes?
Lakshman: Yes, through UPI.
Channa: Alipay+ connects 36 wallets across the region, out of which 17 now allow travellers to scan LANKAQR and pay easily while in Sri Lanka. While local consumers have been slow to adopt QR payments, tourists, especially from China and India, are already familiar with and actively use this technology. Their usage encourages merchants by increasing business and helps build local consumer confidence. When Sri Lankans see tourists using QR payments successfully with their apps, they’re more likely to adopt it themselves. If apps from India or China can scan LANKAQR, why can’t Sri Lankans do the same?
Lakshman: These are some of our plans and responsibilities. As a payment and settlement organisation, we need to actively promote and propagate LankaQR payments. We’re in constant dialogue with the financial sector and the Central Bank, driving initiatives to support this. Sri Lankan merchants often lose money through network fees, so better digital payment adoption can help them manage their finances more efficiently.
From a government perspective, promoting transparent transactions benefits everyone by creating a level playing field. However, many merchants are reluctant to adopt digital payments due to fears around tax implications. The government must encourage transparency by adjusting tax structures, such as offering lower tax brackets for digital transactions, to motivate merchants to record transactions accurately and embrace digital payments.
From a compliance, regulatory or legal point of view, what do you think are the strategic imperatives or priorities that LankaPay faces today that you have to solve at the board level, with bureaucrats and others who are making the decisions here?
Lakshman: First, we must maintain a high level of confidence. LankaPay’s operating systems have always been reliable, running 100% 24×7 without failures. As a board, we ensure our systems are up-to-date and secure to guarantee continuous, flawless operation. We also have a responsibility to protect banking transactions from external malpractices.
While some risks are beyond our control, we support FinCSIRT, an entity division of LankaPay and established by the Central Bank, focused on security across institutions. We are currently formalising FinCSIRT as a regulatory body under LankaPay’s supervision and Central Bank regulation to strengthen security oversight.
Just to understand, will FinCSIRT be a regulator for the overall payments?
Lakshman: The payment system responsibility lies with LankaPay, not the security infrastructure. FinCSIRT’s main role is to detect and highlight any intrusions or scams in the financial market to protect the banking sector. This doesn’t require new law amendments. We are currently discussing with the Central Bank on the way forward. We expect this formalisation to be completed by the end of the year.
If you look at the overall ecosystem, do you feel there are regulations or new laws that are required to help you take this vision forward effectively?
Lakshman: KYC (Know Your Customer) is handled by Sri Lankan banks, so LankaPay is not directly involved. However, new laws like the Data Protection Act, though not yet mandated, will strengthen compliance for LankaPay and others. LankaPay, having evolved, is now enhancing compliance, internal controls, and corporate governance. While not legally required to follow all listed company rules, we are benchmarking ourselves against those standards. This year, we established subcommittees similar to those required by the Securities and Exchange Commission, aiming to align our governance with that of banks, our primary shareholders.
Channa: Expanding on that, consumer adoption of digital financial transactions depends heavily on trust. If fraud and malpractice are common, people will stick to cash. To build and maintain trust, our systems must be reliable, secure, and free from malpractice. Our role in ensuring financial sector stability involves both reactive and, more importantly, proactive measures to minimise risks. This helps maintain public confidence in digital payments, encouraging continued use without returning to cash. Ensuring system stability, reliability, and security is essential to drive digital adoption.
LankaPay is often viewed as a middle ware organisation, operating through multiple layers of technology. Who is responsible for managing these layers? Who ensures they remain compliant, secure, and aligned with data protection standards? Is this entirely within LankaPay’s remit, or is it a responsibility shared with other stakeholders?
Dinuka: This is specifically LankaPay’s role. We have a highly capable team and benchmark our systems against global standards. For instance, we were the first company in Sri Lanka to achieve the internationally benchmarked PCI DSS certification, ensuring that all card-related information we handle is fully secure.
While we use third-party solutions, we maintain our own data centres and redundancy systems. Security is a critical focus, given the increasing threats, we work around the clock, 24/7, to keep our systems secure and prevent any intrusions. Our priority is to maintain strong system security so that users can continue to have full confidence in our services.
Should there be a breach in a financial institution, only that financial institutions data is at stake, but here data of all financial institutions, potentially now including government, passes through?
Channa: It’s not just about the data, it’s about trust and confidence. People need to feel their data is secure, because if it’s compromised, so is their privacy. That’s why both LankaPay and the banks must ensure data security. Without it, the entire foundation of trust collapses.
Based on the data from the past few years, what does consumer adoption look like? Can you share key data points, and is adoption growing at a meaningful pace?
Channa: Many say Sri Lanka is behind in digital adoption, but I disagree— especially in the financial sector. Last year alone, our systems processed over Rs 34 trillion in transaction value, exceeding the country’s GDP. Of that, Rs17 trillion were real-time instant payments, accounting for over 50% of GDP. So, adoption is happening, but primarily in corporate and urban sectors. The real gap lies in rural areas, SMEs, and peer-to-peer payments. That’s where we need to focus and improve.
So, the value is there, the volume is what you want?
Channa: Yes, the volumes will come from retail. But retail adoption isn’t just a payment issue; it also involves factors like tax concerns, as the Chairman mentioned. We need to look at how other countries have approached this. For example, some have offered lower taxes for digital payments compared to cash. India even removed cash by denomination, which accelerated digital adoption, though it was unpopular at the beginning. In Sri Lanka, SMEs account for about 52% of GDP, so bringing them into the digital space is critical.
Tools like QR codes are ideal, as they come at zero investment to merchants—just a simple sticker—unlike expensive payment terminals. To boost adoption, we need to ensure: low-cost digital tools for merchants like QR codes, smartphone-based channels for consumers and strong use cases that create real value for both sides. If we align all three, digital payments can scale. The government also has a key role to play, particularly by introducing progressive tax reforms and incentivising digital adoption across the board.
As Chairman of the board, if you could identify a catalyst to accelerate digitalisation and digital payments, what would it be? Looking at successful examples from the region, what specific events or interventions have the potential to drive meaningful change in Sri Lanka?
Lakshman: There was a time in Sri Lanka when introducing technology was prioritised, with incentives and concessions provided. Today, we have capable tech companies and individuals developing digital payment platforms. However, there now needs to be a single authority to coordinate and take control of this digital transformation. LankaPay is ready to implement initiatives within a structured framework, but we are implementers, not regulators. The Central Bank is actively working on bringing all digital payment platforms and related infrastructure under one cohesive domain, which is essential for progress.
We are fully equipped with the necessary security, compliance, and operational capabilities. However, a supportive regulatory environment is crucial. Tax authorities need to of all financial institutions, potentially play their part, and government agencies must adopt digital platforms more widely. For example, Sri Lanka Customs now conducts over 90% of transactions via real-time online payments. Another success story is the Inland Revenue Department, which mandated digital tax payments, resulting in 99% of taxpayers shifting online.
Many other revenue-generating institutions could adopt digital payments, encouraging broader public participation. While a digital ministry exists, decisions are still made in silos. What we need now is a unified national agenda for digital transformation, and LankaPay is fully prepared to support it.
As a leadership team, what do you think is LankaPay’s biggest contribution to Sri Lanka’s digital future?
Channa: As of now, JustPay has been a major success. What we achieved with JustPay was levelling the playing field for digital payments. Previously, consumers were limited to using only the digital channels (e.g., mobile or internet banking) provided by their banks. They had no alternative, regardless of user experience or preference. With JustPay, we democratized access, allowing customers to use any app, including third-party or fintech apps, to initiate payments from their bank accounts. This gives consumers freedom of choice and a better user experience.
We’re now seeing fintechs and telcos entering the ecosystem, especially in reaching underserved and grassroots communities, areas traditionally served manually by microfinance and finance companies. While fintechs engage customers at the front end, banks still power the backend transactions, creating a collaborative ecosystem. This model relies on partnerships, not a single party trying to do everything. Through technology, we’ve enabled a platform where banks, fintechs, and telcos can work together to drive financial inclusion and improve access to digital payments.
JustPay is a payment instrument where a customer can just take their bank account and attach it to an app and make a payment. Most customers don’t know what JustPay is, and they don’t need to. From their perspective, it’s simply about linking their bank account to an app they trust and find convenient to use. The key point is that if users are stuck with one option they don’t like, they’ll likely revert to cash. But if they enjoy the experience, they’ll stick with digital. A great example is the Helakuru app, which initially gained popularity for offering a Sinhala keyboard.
It has over 15 million downloads and around 4 million active users. Now, with the launch of HelaPay through the Helakuru app, there’s a massive opportunity: converting those 4 million users into digital payment users. Achieving that scale would be extremely challenging for any bank on its own. But by embedding payments into apps people already use and trust, we can accelerate digital adoption far more effectively.
For a fintech that wants to move their customers into the ecosystem this way, they don’t have to think about building all the security infrastructure themselves? The entry barrier is much lower because of JustPay?
Channa: They are also not burdened by the strict capital regulations and controls imposed by the Central Bank, which apply directly to banks. As far as the regulator is concerned, banks remain liable for the transactions. These entities operate in partnership with a regulated bank that is already part of the formal financial system, which enables them to come within the regulated environment.
What we’ve done is create a channel that allows anyone to participate, regardless of their size. Another one of the most successful apps in the market— PayMaster—was built by a very small team: a husband, wife, and a few developers. Their unique selling point was a one-touch mobile reload, and today, they have over a million users. This is the power of digital. If a small team can achieve that level of adoption, why not others? That’s the kind of opportunity we’ve enabled in the market.
Can you give us some data points on JustPay? This is one of your big wins on the platform. What’s the transaction volume like?
Dinuka: JustPay has grown exponentially. Every day, we see thousands of downloads and new customer registrations. Many banks have joined the platform, making it possible for users to register and make payments regardless of their bank. Customers now choose apps based on ease of use and familiarity, rather than being limited to their own bank’s app. As a result, JustPay has become one of our fastest-growing products, with more people opting to register their bank accounts through third-party apps.
Channa: We now see over 100,000 new registrations every month, with 2.5 to 3 million transactions taking place monthly. These transactions total Rs15 to Rs 20 billion monthly, and notably, about 50% are below Rs1,000, small-ticket, retail, or peer-to-peer payments. This growth highlights how the system is being used for everyday transactions. Any app enabled through JustPay can now even be used to pay police traffic fines, showcasing the strength and reach of the ecosystem.
What are the two or three big things that you want to achieve that can only be done at the board level?
Lakshman: One key focus I’ve emphasised with management is maintaining the unparalleled reputation we’ve built over decades, especially as financial scams rise. We must ensure strong capabilities and confidence to protect this reputation. Secondly, regarding expansion, LankaPay has made a record profit of about one billion rupees this year. While profit isn’t our primary goal, we need to build cash reserves for future growth. Over the next three years, we plan to invest around Rs3.5 billion in infrastructure upgrades, security, and mostly technology developments.
How does one go about financing a Rs3.5 billion CapEx?
Lakshman: We need to focus on retention. While satisfying shareholders with dividends, the board must ensure the commercial viability of every product. We can’t operate like a charity; these initiatives require continuous upgrades and adoption of new technology, which needs significant investments in infrastructure.
What’s your CapEx run rate like?
Lakshman: We need to invest roughly Rs1.5 billion per year, totalling about Rs3.5 billion over three years. While focusing on technology upgrades, we must also prioritise our lean team of 130+ employees, including 80+ top IT professionals. Given the brain drain and high demand in the IT sector, staff retention is critical. Fortunately, turnover has been low recently, and we continue to ensure competitive remuneration and a supportive work environment.
Additionally, as we are owned by the Central Bank and other banks, we must meet their expectations promptly, providing uninterrupted, affordable services. While we can charge fees, these shouldn’t burden consumers or reduce transaction volumes. Balancing commercial viability with affordability is key. From a corporate governance perspective, we have a strong board, including Central Bank representation, and I am honoured to be nominated by the Governor. Together, we are committed to fostering a positive corporate culture.
From an operational, security and technology point of view, what are those few things that you think LankaPay needs to get right?
Dinuka: Since we are at the core of the banking system, facilitating all interbank transactions, maintaining constant system uptime is critical. With our ongoing international expansion and integrations with players from countries like India and China, our systems must be fully operational, especially when tourists from these countries use QR payments here. Ensuring 100% system uptime is a top corporate goal year after year.
Even during disaster recovery drills, we schedule switchovers at 2 a.m. to minimise transaction disruptions. Equally important, as our Chairman mentioned, is taking care of our experienced and capable staff who manage these systems. While technology is essential, it is ultimately the skilled human team behind it that keeps everything running smoothly. Supporting and retaining our staff is a key priority.
What would success for LankaPay look like in the next few years? What are those things that you must get right to reach that vision?
Channa: I think a realistic short- to medium-term goal is to shift about 30% of cash transactions to digital. Currently, cash in circulation is around Rs 1.3 trillion. This isn’t surprising, even in India, despite rapid digital growth, cash transactions have also increased due to GDP growth. So, going completely cashless is unlikely, but reducing cash usage is achievable. If we can reach 30% digital adoption in the short-to-medium-term, I believe we’ll have achieved the most difficult milestone. Right now, digital transactions probably make up less than 10% of the total volume.
There’s about Rs1.3 trillion in cash still in circulation. Regarding adoption, there’s a misconception among some groups that digital payments must be free. I disagree, they need to be low cost, but they can’t be free. For example, consumer-to-consumer services have costs to maintain the system. Without world-class service, people won’t use it. As long as the cost is reasonable and the service addresses a real problem while providing convenience, people will use it. Consider the minimum bus fare of Rs 28 one way, Rs56 round trip. If you can make payments from home for Rs20 or Rs25, it’s still cheaper and saves time.
The essential question is, what is the cost of the alternative? Consumers will adopt a digital service if it solves a problem, is convenient, reliable, secure, and trustworthy. It doesn’t have to be free, and in my opinion, should not be free. That’s a common misconception. If services are free, someone has to subsidise them, which has led to the current issues with subsidies in the country. We don’t get electricity, water, or data for free, so why expect financial services to be free? It doesn’t add up. The key is to offer world-class, low-cost digital services that address people’s problems, and then people will adopt them.