Fabian Cesarini - Language Lesson - Future Banking Magazine i1 2010


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Jim Banks speaks to Lic. Fabián Cesarini, CIO Santander Private Banking UK, about the bank’s ability to get IT systems to talk to one another.

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Fabian Cesarini - Language Lesson - Future Banking Magazine i1 2010

  1. 1. www.banking-gateway.com Issue 1 2010 | £5.95 €8.00 $8.95 Unlock customer value We investigate how to enhance the customer experience EXCLUSIVE: Banking à la carte Société Générale on tackling the IT infrastructure challenge in a global banking organisation Published in partnership with PLUS: OUTSOURCING TRANSPROMO RISK & COMPLIANCE CORRESPONDENT BANKING GREEN IT MOBILE SOLUTIONS
  2. 2. Foreword On the web... Find recent editions, thought leadership and market analysis at: www.banking-gateway.com Alessandro Profumo, president of the European Banking Federation and CEO of UniCredit Group. International relations C Future Banking Issue 1 2010 EDITORIAL Editor Michael Jones michaeljones@globaltrademedia.com Chief sub-editor Elliott Aykroyd Sub-editors George McDonald, Tony Rock Features editor Phin Foster Features writers Elly Earls, Ian Duncan Production manager Steve Buchanan Group art director Henrik Williams Designer Catherine Douglas Editor-in-chief John Lawrence COMMERCIAL Client services manager Derek Deschamps Publication manager Sanjeev Dole sanjeevdole@globaltrademedia.com Co-publisher Chris Watts Circulation manager Daniel Trigueirinho Head of sales Richard Jamieson Publisher William Crocker Future Banking is published by Global Trade Media, in partnership with the European Banking Federation. Global Trade Media is a trading division of SPG Media Ltd, a member of the Audit Bureau of Circulations. John Carpenter House, John Carpenter Street London, EC4Y 0AN, UK Tel: +44 207 753 4200 Fax: +44 207 724 2089 Email: info@globaltrademedia.com Websites: www.globaltrademedia.com www.banking-gateway.com ISSN 2041-2428 © 2010 Global Trade Media, a trading division of SPG Media Ltd. Registered in England No. 01155599. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying or otherwise, without prior permission of the publisher and copyright owner. While every effort has been made to ensure the accuracy of the information in this publication, the publisher accepts no responsibility for errors or omissions. The products and services advertised are those of individual authors and are not necessarily endorsed by or connected with the publisher. The opinions expressed in the articles within this publication are those of individual authors and not necessarily those of the publisher. Further copies of Future Banking are available from Global Trade Media at a cost of £5.95, €8.00 or $8.95 per copy. ompetition remains key for banks. They can only operate well in a healthy competitive environment, but, for the time being, banks are concerned that the search for financial stability has prevailed over competition rules. As a consequence of the financial crisis, regulation is being revised under the G-20 umbrella. Deposit guarantee schemes have been reviewed and more harmonisation will probably be the next step within the framework of the EU. More globally, accounting standards are being revised, and credit rating agencies have come under more regulatory scrutiny. While welcoming any necessary changes, the European Banking Federation (EBF) keeps urging governments to coordinate their actions at the international level and maintain a level playing field between the banking sectors. It is the key to fair competition. More coherence, more convergence and less duplication of supervisory requirements and practices across the EU support the same aim, which is why EBF welcomes the European Commission’s proposal to create European Supervisory Authorities, which will operate in a network with the national supervisory authorities. The proposed reform represents a great opportunity to at last address these issues. www.banking-gateway.com Issue 1 2010 | £5.95 €8.00 $8.95 Unlock customer value We investigate how to enhance the customer experience EXCLUSIVE: Banking à la carte Société Générale on tackling the IT infrastructure challenge in a global banking organisation In this issue Page 13: Paul Ward, head of EMEA corporate coverage, RBS, on rebuilding market confidence. Page 16: Françoise Mercadal Delasalles, head of corporate resources, Société Générale on global IT. Page 81: HSBC’s Darren Armitage on investing in innovation and new customer channels. Published in partnership with PLUS: OUTSOURCING TRANSPROMO RISK & COMPLIANCE CORRESPONDENT BANKING GREEN IT MOBILE SOLUTIONS Printed by Williams Press (Berks) But for now, the key challenges for the European banking sector are the proposals made by the Basel Committee of Banking Supervisors on capital and liquidity requirements. EBF believes that the impact of the proposed Basel reforms on the economy, capital markets and banking structures require careful analysis. All reforms must be implemented progressively and simultaneously worldwide in order to preserve the chances of recovery of our economies and avoid distortions of competition and business models. EBF is participating in an international macro-economic impact assessment and we have clear signs already that, if implemented in their current form, the proposed measures would deeply damage the European economy, cost it several percentage points of growth and hamper the development of trade. This concern is not just that of major banks, but also of smaller and mediumsized ones, who need to be able to find enough capital to finance their lending activities or they will have to limit them. In this respect, the challenge is no small one for regulators and policy makers, to strike the right balance between prevention and the cost to the still fragile real economy. Subscribe online to receive the next edition at www.banking-gateway.com Future Banking | www.banking-gateway.com 3
  3. 3. Contents Cover story 32 Avaya looks at integrated contact centres and technology. 16 www.banking-gateway.com Outward bound 34 Go ahead, help yourself NCR on how self-service solutions must fit in with consumers’ lifestyles. 35 Issue 1 2010 | £5.95 €8.00 $8.95 Swim the channels BT on how interacting with customers differently can create opportunities. Unlock customer value We investigate how to enhance the customer experience EXCLUSIVE: Banking à la carte Société Générale on tackling the IT infrastructure challenge in a global banking organisation 36 Invest in innovation HSBC explains why innovation must become a discipline. PLUS: OUTSOURCING TRANSPROMO RISK & COMPLIANCE CORRESPONDENT BANKING GREEN IT MOBILE SOLUTIONS 38 Backbase on why web technology helps keep pace with change. Société Générale on serving up a global banking solution. xxxxxx 40 The intelligence 6 22 24 Competition on a level playing field The European Banking Federation’s Elie Beyrouthi on how European banks must ensure Europe’s competitiveness at a global level. Letting financial services take flight Tata Consultancy Services explains the value of outsourcing IT. Market intelligence 9 Chile’s growing success 26 Back up to speed EasyLink on replacing complex networks with managed file transfers. Cover story Banking à la carte Outsourcing 20 Share the load Capgemini Financial Services on why experts can give banks agility. 4 44 28 47 Customer experience management 30 Cast the net for new ideas Gartner explains how winning new customers requires innovation. Future Banking | www.banking-gateway.com Making the message loud and clear EMC Document Sciences looks at the right customer communications management platform. Language lesson Jim Banks speaks to Fabián Cesarini, Santander Private Banking UK, about the bank’s ability to get IT systems to talk to one another. Redefine document management The German retail arm of Citibank, rebranded TARGOBANK, explains why it chose T-Systems to modernise its document process. System integration Jim Banks sits down with Société Générale’s Françoise Mercadal-Delasalles and Bertrand Lemarignier to talk IT strategy. A winning formula Pat McGrew at Kodak looks at supporting banking services with strong information resources. An easier way to link with partners Paul Ward at RBS looks at rebuilding confidence after the downturn. 16 42 Managed file transfer 27 13 Transpromo An evolution in banking Avaloq Evolution on how software can improve banking processes. The measure of success CFI Group explains how the scientific measurement of customer satisfaction can improve financial results. InvestChile discusses appealing to investors. News A round-up of the latest news and statistics. Internet banking 2.0 48 Transpromo: it’s all about quality Xeikon on how the potential of transpromo can be realised. Data warehousing 50 Manage the data enterprise Alior Bank explains how Teradata’s data solutions are helping to enhance the organisation’s business culture.
  4. 4. Contents 13 Correspondent & relationship banking 52 The perfect partner Scotiabank on what to look for when choosing a banking partner. 54 After the recession: survival solutions Deutsche Bank’s Dieter Stynen tells Elly Earls how innovation will shape the future of commercial banking. 56 Meet the emerging markets Reinhard Furthmayr of Commerzbank explains the importance of market knowledge. 57 RBS’s Paul Ward on boosting confidence. 58 60 Print not, want not 73 Think before you print 74 76 64 Luxumbourg at the centre of ICT technologies Future Banking reports from the ICT Spring conference. 66 Data centres of excellence The eBRC and Migration Solutions explore data centres of the future. 88 The investor takes centre stage The long road ahead Mobile solutions 90 Moody’s explains how money market funds, hedge funds and the industry as a whole are reacting in 2010. The big conversation 81 95 Mobile collaboration The EPC and The Mobey Forum are defining the rules and regulations for SEPA’s new mobile channel. Prized assets Now that banks offer assetbased lending as part of their portfolios, the product can shake its lowly reputation. Q&A Sean Gilchrist, digital banking director for Barclays UK Retail Banking. RiskMetrics Group on building a culture around risk principles. Asset-based lending Who goes there? ValidSoft on new transaction verification techniques. 92 80 A hands-on approach to security Fujitsu explains why biometrics are continuing to gain credence. CAPITECTS on how a new form of portfolio optimisation is emerging. 79 Human factor Phil Genge of Nationwide tells Ian Duncan why employees and customers, not servers and laptops, are the new priority. Filling in the gaps Power to deliver NDSL on how bank technology is reliant on battery systems. 65 85 SecondFloor discusses bringing existing IT systems up to speed. Green technology, the HP way HP’s Arie Ossewaarde tells Elly Earls how energy saving solutions can transform a financial institution’s costs, giving it a crucial competitive advantage. A clear view of risk Security Microgen highlights the need for a higher degree of data transparency. Toshiba TEC on how printing is chronically neglected in efforts to boost business efficiency. 62 Total accuracy Reinhard Wienke explains the advantages of ASP solutions. Quocirca’s Louella Fernandes looks at how office print infrastructure can reduce waste paper consumption. Make informed decisions Bonaire Software Solutions LLC on making information available for Barings Asset Management. Risk & compliance Green IT Assets in balance Revenue management automation 84 72 9 Fidis explains how powerful software helps banks with asset-based lending. Ancient and modern Massimo Castagnini of Monte dei Paschi di Siena tells Ian Duncan how his company took an unorthodox approach to expansion. A collaborative vision The Depository Trust & Clearing Corporation on the role repositories have to play in the collaboration between participants and regulators. 83 Special report: M&A 68 EBF on fair play for banks. 98 Suppliers guide Future Banking | www.banking-gateway.com 5
  5. 5. Insight > Systems integration Language lesson Jim Banks speaks to Fabián Cesarini, CIO of IT Santander Private Banking UK, about the bank’s ability to get IT systems to talk to one another. T he increasing pressure on the banking sector in the last two years has, if anything, intensified the need to invest in systems innovation and improve service delivery. It has also fuelled consolidation among banks, which brings its own challenges in terms of systems integration. Some financial institutions have been able to respond to these challenges with great agility and become clear leaders in growth, stability and innovation. Among those banks able to respond to the current environment in an agile and nimble fashion is Santander Group, where the organisation of business divisions and a clear strategy for systems development and integration has helped it to grow successfully through acquisition. 28 “Santander is one of the few financial services groups, and I have worked for many, that gives a lot of importance to IT and technology development. We invest massively every year, which is one of the reasons why we are in much better shape than other banks after the financial crisis,” says Fabian Cesarini, head of IT for Santander Private Banking UK. “It urgently requires a common platform as a foundation to grow many IT projects. For the development and consolidation of previous existing businesses in our private banking unit we needed a more flexible IT platform. We integrated the IT systems in one of our businesses, establishing a new methodology for the administration of customers’ portfolios that allowed me Santander is one of the few financial services groups that gives a lot of importance to IT technology and development. Santander’s growth has forced it to manage many complex IT programmes at once, but its the merit of its strategy has been proven in action, enabling it to remain a leader in systems innovation. In the UK, its ongoing integration of the Santander UK businesses is a prime example. and a small team to produce massive change in a very short time, and we are now implementing that in the rest of the companies,” says Cesarini. “All of these businesses were different in scope and focus, with different products and services. We had inherited companies that looked
  6. 6. Insight > Systems integration in different directions so we are integrating their platforms, products and services through different channels,” he adds. An essential ingredient in tackling such challenges effectively is the organisation of IT support services. The Santander Group has a global structure that includes revenuegenerating business units on one side and support units, including the technology and operations, division, integration project, in which it will install core banking systems developed in Spain. These include Partenon, which enables the rapid and cost-effective integration of acquired businesses by replacing silo-based IT systems across multiple channels. This will greater coherence to the IT infrastructure and help the bank reduce its time to market for new products, as it has done for Santander’s retail banking operations. Santander Private Banking is less wellknown than its rivals in the UK. We need technology support to develop its reputation. which brings together the support companies including Isban, for which Cesarini works. Isban develops software and provides system integration services, which are shared by the different business lines within the group. It acts as a partner to the banking businesses, delivering the systems that support customer services and reduce operating cost. Another key element is the IT infrastructure management company Produban, which handles IT operations and global telecommunications connectivity for the entire group. There are further companies for IT procurement, outsourcing and offshoring. There is also a centralised laboratory for software development, which creates products and tools that can be used in every country in which the bank operates. “The support companies are centralised to offer integrated services across all of the bank’s businesses in all regions, whether it is private, wholesale, or retail banking. For all business lines we are looking at the standardisation of services and the setting up of a platform that allows companies to grow and deliver measurable benefits like cost savings,” says Cesarini. Balancing tactics and strategy Santander Private Banking UK has embarked on a three-year IT In Cesarini’s area of private banking, Santander will also bring in its asset management system. “One of the most important projects in private banking is to implement our investment platform, which enables a wide range of products and portfolio development. Very few competitors can provide a similar set of services. But bringing over our core banking systems from Spain involves many big projects,” he remarks. The delivery of services, however, cannot suffer while these large projects are implemented. To manage the bank’s short-term performance requirements with its long-term goals of systems integration, the bank looks to temporary solutions. “We need tactical solutions that will work for six months or a year while we do the big projects with our core banking systems and their satellite applications. We will find those solutions from the market or create bespoke applications. We need to maintain a balance between corporate projects and our UK activities. IT strategy cannot run alone, it must follow the business strategy in the UK, so we need transformational projects that will allow more product development, better pricing and more flexibility. At first, we need tactical projects for local needs,” notes Cesarini. In Cesarini’s area of private banking, and other retail banking activities, personalisation and highquality services are fundamental to success. Investing in IT is core to reaching these goals, hence Santander’s investment in cutting edge projects. For instance, private banking services for our clients are seeing investment in new communication and conferencing capability. Through the normal bank website these clients will be able to talk directly to their private bankers or relationship manager using audio or videoconferencing technology, as well as accessing efficient transactional services. Phone, online and video services are being brought together on the data system, proving that every area of Santander Group’s activities is a focus for technology investment. As Cesarini says: “Santander Private Banking is less wellknown that its competitors in the UK, though it is very well-known in other countries in Europe and the Americas. Technology will help to develop its reputation.” Fabián Cesarini Fabián Cesarini has more than 17 years of international diversified expertise in leading technology operations and reengineering initiatives across large/middle-scale, complex organisations. He began working for the Santander Group in July 2006, at the new Santander Asset Management UK division, before moving to Santander Private Banking UK in February 2009 as CIO. During his first year he took control of the IT teams at Santander Private Banking UK divisions. Future Banking | www.banking-gateway.com 29