More Related Content Similar to IBM - Transformation digitale et le SI des banques (20) IBM - Transformation digitale et le SI des banques1. La transformation digitale
et le secteur des services financier
Février 2016
Rodolphe Lezennec
Client Technical Advisor – Banking
Rodolphe.lezennec@ma.ibm.com
2. © 2016 International Business Machines Corporation 2
Transformation Digitale
System of Engagement
System of Insight
Intégration
3. © 2016 International Business Machines Corporation 3
Transformation Digitale
System of Engagement
System of Insight
Intégration
4. © 2016 International Business Machines Corporation 4
Individuals are more connected and empowered
§ Increased consumer expectations
§ Different ways to engage digitally
§ Expanded information transparency
Operations and business models are being
transformed
§ Redefined consumer value
§ Integration across digital with physical
§ Concerns around risk, security, compliance and privacy
Competition is coming from new and different areas
§ New competitors from different industries
§ Changes in value migration; new winners and losers
§ New types of collaboration
Business
Challenges
Business
Challenges
Business
Challenges
Mobile
revolution
Social media
explosion
Cloud
Enablement
Power of
analytics
Forces
Source: 2011 IBM Digital Transformation Study, IBV Analysis
La transformation digitale a un impact sur tous les niveaux de
l'entreprise et de la société. Créant ainsi une économie centrée
sur l'individu
5. © 2016 International Business Machines Corporation 5
Today Future
Mobile wallet turns
dollars digital
Integrate internal /
external data sources
Miniaturization of mobile
devices, from palm-sized
to wearable
Boundary-less
computing
Big data and predictive
analytics
Organizations subject to
instant critiques
User generated
content
Personalized
consumer service
Cross-platform
on-demand content
Location-based services
Collaborative buying
and revenue sharing
Subscription access to
enterprise applications
Power of Analytics
Cloud Enablement
Social media explosion
Mobile revolution
“Although [social,
mobile, analytics, and
cloud] are… disruptive
on their own;
together they are
revolutionizing
business and
society, disrupting old
business models and
creating new
leaders.”
– Gartner2
Source: [1] IDC Predictions 2013: Competing on the 3rd Platform,“ IDC, November 2012; [2] http://www.gartner.com/technology/research/nexus-of-forces/
98% of the growth
in IT spending between
2013 and 2020 will
comprise social,
mobile, analytics
and cloud
- IDC1
Il devient clair que l'impact des nouvelles technologies sera
encore plus profonde, conduisant à des innovations radicales.
5
6. © 2016 International Business Machines Corporation 6
Industries will
converge
Ecosystems will
emerge
§ As specific functions in
value chains are
contested, new
competitors will emerge
§ Functional specialists
from one industry will
begin competing in
specific value chain
functions of other
industries
§ This cannibalization of
value chain functions
across industries will
begin to drive industry
convergence
§ Functional specialization,
value chain
fragmentation and
industry convergence will
begin to support formation
of ecosystems or value
nets
§ Ecosystems will typically
cut across multiple
organizations, functions
and industries
§ Ecosystems will provide a
foundation for seamless
consumer experiences,
camouflaging functional
complexity
Value chains will
fragment
§ New technologies will
make value chains more
transparent and easier to
decompose
§ In the past, value chain
disruptions often involved
replacing substantial
sections of value chains
(e.g., replacing face-to-face
banking with direct banking)
§ Next generation value chain
disruption will involve
contesting specific
functions within value
chains
Margin
Consumer
experience
Marketing
and sales
Outbound
logistics
Design and
operations
Inbound
logistics
Consumer
experience
Marketing
and sales
Outbound
logistics
Inbound
logistics
Outbound
logistics
Operations
Specialist
Inbound
logistics
Outbound
logistics
Inbound
logistics
Healthcare
Distribution
Electronics
Retail Outbound
logistics
OperationsInbound
logistics
Marketing
and sales
Operations M
Operations
MConsumer
experience
Marketing
and sales
Marketing
and sales
M
M
Consumer
experience
Consumer
experience
De nouvelles technologies se combinent pour influer
radicalement les industries
6 15 février 2016
7. © 2016 International Business Machines Corporation 7
Et cela concerne également le secteur des services financiers!
© 2015 IBM Corporation |
Source : http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf
8. © 2016 International Business Machines Corporation 8
Individual-
centered economy
Everyone-to-everyone
economy (E2E)
§ Consumers are
empowered,
§ Bi-directional
collaboration
§ Consumer insight
leveraged
customized brand
experiences
§ Collaboration and
connectedness is
fundamental to
realization of
consumer value
§ Multi-directional
communication
among organizations
and consumers
§ Consumers are an
intrinsic part of
organizations, with
transparency driving
trust and effectiveness
COLLABORATION
…1950 2010
Organization-
centered economy
§ Producer-driven
consumption with
organizations facilitating
goods and services
§ Mono-directional
communication from
organizations to
consumers
§ Consumer demand
extrapolated
2030
Nous sommes dans une économie centrée sur l’individu
et ceci impose un changement complet d’état d’esprit …
8
…
9. © 2016 International Business Machines Corporation 9
Une stratégie digitale doit intégrer : l'expérience client et
l'excellence opérationnelle
Source: “The Digital Business Imperative”, March 2014, Forrester
10. © 2016 International Business Machines Corporation 10
Et cela implique de voir différemment son Système d’Information
Source: IBM Global Technology Outlook 2014
11. © 2016 International Business Machines Corporation 11Geoffrey Moore white paper: http://www.aiim.org/futurehistory
Systems of Record and Systems of Engagement
Innovate
how we engage, make decisions and work
Systems of Engagement
Add Business Value Quickly
Focus on Speed & Agility
(e.g., end user-facing apps
that support collaboration,
interaction, and engagement)
Knowledge Sharing
Engagement Models
Anywhere, Anytime
• Assemble solutions from software components
• Dev/Ops Process changes
Optimize
our IT infrastructure, data and processes
Systems of Record
Reduce cost & Minimize Risk
Focused on Operational Cost
(e.g., back-end applications that
that support enterprise
processes – CRM, ERP, HR)
Secure Data
Dynamic Infrastructure
On-demand Self-service
• Consolidation (solutions & Infra)
• Operations Automation (reduce skills &
risk)
The “Systems of Engagement describes a way that IT should
interact in a similar way like consumers and employees do.
(first introduced by Geoffrey Moore, 2010)
12. © 2016 International Business Machines Corporation 12
Systems of Record and Systems of Engagement
Two Speed IT – Le temps court et le temps long
Digital Enterprise
Scaling your institutional
knowledge and processes
Speed and agility to drive
innovation and growth
Fast Speed of IT Steady Speed of IT
13. © 2016 International Business Machines Corporation 13
Retail Banking – Reference Architecture
Process/Engines Domain
ManagementDomain
Information
Domain
Business
Domain
Integration Logic
User Domain Channel Domain
Enterprise Development Domain
Security
Operational Platforms
Service
Monitor
External
Adapters
External
Consumer
Process
Monitor
Event
Monitor
IVRMobile
Gatewy
Collabor
ation
System
Monitor
Application
Monitor
Presentation Services
Presentation
Components
ChannelOperations
PresentationAccessServer
Presentation
FlowEngine
WebDesktopMobile
containerRichClientDesktop
BUS
ElementaryServices
Composite
Services
Connectors
Transformations
Routing
Common
Technical
Services
Service
Registry
Process
Engine
Events
Engine
Rules
Engine
Engines
CoreApplications
Operational
DBServices
External
Services
Providers
Informational/
Analytical
Content
Management
ODS
Data
Mart
Big
Data
Master Data
DW
Acct Cust Prod
Predi
ctive
Process Integration
Self-Service
Channels
Internet
Mobile
ATM
Kiosk
IVR
Assisted
Channels
Branch
Contact
Center
Other Staff
Access
Partner
Access
Process
Modelling
Components/
Services
Design
GUI Design Rules
Design
Events
Design
14. © 2016 International Business Machines Corporation 14
Architecture de référence de la banque de détail
Process/Engines Domain
ManagementDomain
Information
Domain
Business
Domain
Integration Logic
User Domain Channel Domain
Enterprise Development Domain
Security
Operational Platforms
Service
Monitor
External
Adapters
External
Consumer
Process
Monitor
Event
Monitor
IVRMobile
Gatewy
Collabor
ation
System
Monitor
Application
Monitor
Presentation Services
Presentation
Components
ChannelOperations
PresentationAccessServer
Presentation
FlowEngine
WebDesktopMobile
containerRichClientDesktop
BUS
ElementaryServices
Composite
Services
Connectors
Transformations
Routing
Common
Technical
Services
Service
Registry
Process
Engine
Events
Engine
Rules
Engine
Engines
CoreApplications
Operational
DBServices
External
Services
Providers
Informational/
Analytical
Content
Management
ODS
Data
Mart
Big
Data
Master Data
DW
Acct Cust Prod
Predi
ctive
Process Integration
Self-Service
Channels
Internet
Mobile
ATM
Kiosk
IVR
Assisted
Channels
Branch
Contact
Center
Other Staff
Access
Partner
Access
Process
Modelling
Components/
Services
Design
GUI Design Rules
Design
Events
Design
15. © 2016 International Business Machines Corporation 15
Architecture de référence de la banque de détail
Vision macro
Real Time
Multichannel Domain
Information
Domain
Business
Domain
Information
Domain
Processes and
Integration Domain
Operational
Data Bases
Informational
Data Bases
(DW+ DM)
Core
Business
Logic
Business
Intelligence
Multichannel (Front End) Core (Back End)
Presentation
Logic
User Interface
Collaboration
Business
Processes
Integration
Logic
Other
Business
Logic
Enterprise
Content
Management
Data
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Branch Office
Contact
Center
Other Staff
Access
Partner
Access
Rules Engines
16. © 2016 International Business Machines Corporation 16
Architecture de référence de la banque de détail
Impact de la Transformation Digitale
Real Time
Multichannel Domain
Information
Domain
Business
Domain
Information
Domain
Processes and
Integration Domain
Operational
Data Bases
Informational
Data Bases
(DW+ DM)
Core
Business
Logic
Business
Intelligence
Multichannel (Front End) Core (Back End)
Presentation
Logic
User Interface
Collaboration
Business
Processes
Integration
Logic
Other
Business
Logic
Enterprise
Content
Management
Data
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Branch Office
Contact
Center
Other Staff
Access
Partner
Access
Rules Engines
Data
Analy)cs
Hyper
integra,on
Advanced
Interac,on
Support
Communi,es
Ecosystems
IoT
Real Time
Co-crea)on
Logic
17. © 2016 International Business Machines Corporation 17
Business
Rules
Business
Processes
INTEGRATION SYSTEMS OF ENGAGEMENT
Real Time & Responsiveness
Advanced
Analytics
SYSTEMS OF RECORD
Advanced
Interaction
Advanced
User
Experience
Advanced
Collaboration
Personalized
Customer
Context
Core
Business
Logic
Other
Business
Logic
Business
Events
Business
Integration
Logic
SYSTEMS OF INSIGHT
Big Data
(At rest + In
motion)
Intelligent
Systems
Informational
Data
(DW+ DM)
Business
Intelligence
Operational
Data
Engagement
Data
Enterprise
Content
Management
Data
Business
Ecosystem
Support
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Partner
Access
New channels
and sources of
information
Branch Office
Other Staff
Access
Contact
Center
Une nouvelle vision du SI
18. © 2016 International Business Machines Corporation 18
Transformation Digitale
System of Engagement
System of Insight
Intégration
19. © 2016 International Business Machines Corporation 19
Une adoption grandissante des Architectures Microservice
19
Enterprises are beginning to adopt microservice architectures for
both new application development and enterprise modernization
projects. Driven by the promises of:
• Agility - Faster application evolution (SoE vs. SoR) as
demanded by new applications
• Not just IT agility – business agility and innovation
• Ability to react to disruptions
• Availability - Better and more flexible availability models
UI Team
Middleware
DBAs
Architecture 3 Tiers Architecture Microservice
SYSTEMS OF ENGAGEMENT
Advanced
Interaction
Advanced
User
Experience
Advanced
Collaboration
Personalized
Customer
Context
Business
Ecosystem
Support
20. © 2016 International Business Machines Corporation 20
Retour d’expérience sur son Adoption
20
Common scenario:
• Experimental group trying out new technology and new approaches.
• Microservices, APIs, organizational, processes…
• New application(s) built using these principles
• Effort to understand how to transform existing applications to the new
approaches
§ Processes
§ Change control, release
management, compliance, risk
management
Enterprise Issues
§ Integration – Data and Function
§ How to make existing function and data
available in a composable way to new
systems without giving up governance,
compliance, security
Traditional IT
New applications
1 Experiment
Transform
2
3
21. © 2016 International Business Machines Corporation 21
« Speed to Value » avec IBM Bluemix
Accélération de l’innovation
21
Reduces up-front risk
Delivers immediate value
Lowers end-to end
development costs
3x efficiency increase for
devs, 10x for operators
DevOps is practical in a complex, hybrid cloud, with drastically reduced middleware setup costs
22. © 2016 International Business Machines Corporation 22
Cas d’usage d’IBM Bluemix
Extend Existing Applications
- Add multi-channel user experience for mobile,
social
- Add new capabilities integrating other data/services
- Integrate with other internal & external services
API Enable Applications
- Create scalable API layer on top of existing services
- Simplify how composite service capabilities are
exposed via APIs
Create New Applications (Mobile, Web, etc.)
- Twelve-factor applications (http://12factor.net)
- End-to-end DevOps
- Securely Integrate with on-premises data & services
Backend Systems and!
Integration
API Creation & Management New Channels &!
Opportunities
23. © 2016 International Business Machines Corporation 23
IBM Bluemix – The Digital Innovation Platform
It’s about technology-enabled business speed to market and agility.
Consider a focus on the breadth of services, then the openness, then the underlying
infrastructure
24. © 2016 International Business Machines Corporation 24
Scénario de Démo
Portabilité des Containers et services DevOps
IBM Bluemix DevOps Services
Build Pipeline
IBM Container Service
on IBM Bluemix
Code stored on Github
Local Eclipse IDE
Local Docker
(optional)
25. © 2016 International Business Machines Corporation 25
Exemple client : réduction du time to market et amélioration de
l’expérience client
Using a combination of cloud delivered services, can
create “as a service” components to analyze data
from social media
IBM is helping Tangerine Bank, the leading digital
bank in Canada operate a device agnostic Mobile
Bank, allowing freedom of choice for their customers
The bank partnered with IBM to quickly develop, test
and deploy applications using IBM PureApplication
System, MobileFirst, Bluemix and API catalog
Bank was able to
§ Reduce development provisioning from days to
less than 30 minutes
§ Shorten development cycles from 6 weeks to 2
§ Deliver innovative customer service tools
1. Define development
environment
2. Add database service
3. Extract & feed social
media data into database
4. Add social
analytics service
5. Add Monitoring service
instance
6. Provision resources
and secure the service
We give our customers what they need and are
challenging the status quo
And we’re challenging the banking industry
through our innovation and technology
Peter Aceto, Chief Executive, Tangerine Bank
Iterate
PaaS: Rapid app
development
through
composable
services and APIs
Source: See speaker notes
SaaS: Enterprise-
grade business
apps to
accelerate
innovation
IaaS: Self-service
configurable IT
infrastructure
resources
26. © 2016 International Business Machines Corporation 26
Transformation Digitale
System of Engagement
System of Insight
Intégration
27. © 2016 International Business Machines Corporation 27
Une demande de plus en plus forte des métiers…
Business Teams want
• Open access to more informa,on
• More powerful analysis and visualiza,on tools
IT Teams are
• Concerned about cost.
• Concerned about governance and regulatory requirements.
28. © 2016 International Business Machines Corporation 28
Le périmètre de l’Analytique s’élargit …
Applica)ons Data
Warehouse
PaGern
Discovery for
Analy)cs
Repor)ng
Data Marts
Opera)onal
Data Store
Data flow in one direc,on; analy,cs opera,ng on data extracted from real-,me opera,ons
29. © 2016 International Business Machines Corporation 29
SOA
Le périmètre de l’Analytique s’élargit …
Master Data
Management
Hub
Applica)ons Data
Warehouse
PaGern
Discovery for
Analy)cs
Repor)ng
Data Marts
Opera)onal
Data Store
Master data management creates a synchroniza,on point for
customer iden,ty and key demographic informa,on. SOA
simplifies distribu,on of data between opera,onal systems.
30. © 2016 International Business Machines Corporation 30
SOA
Le périmètre de l’Analytique s’élargit …
Master Data
Management
Hub
Applica)ons Data
Warehouse
PaGern
Discovery for
Analy)cs
Repor)ng
Data Marts
Non structured repository*?
Opera)onal
Data Store
* Hadoop provides cheap storage and processing to
increase the amount of data – and the type of data that can
be processed in a cost-effec,ve manner.
Streaming analy,cs enables high-speed in memory analy,cs
Customer
Conversa,ons,
Web,
Social Media,
Log files, …
Sensors and
real-,me
events
31. © 2016 International Business Machines Corporation 31
SOA
Le périmètre de l’Analytique s’élargit …
Master Data
Management
Hub
Applica)ons Data
Warehouse
PaGern
Discovery for
Analy)cs
Hadoop
Opera)onal
Data Store
Adding in a business desire for real-,me analy,cs, self service data and increasing regula,ons
rela,ng to individual privacy, it becomes necessary to have a well- defined, managed and
governed approach to informa,on architecture. We call this the data Lake.
SAND
BOXES
Analyze
Values
Search
For Data
Repor)ng
Streaming
Analy)cs
Data Lake
32. © 2016 International Business Machines Corporation 32
Définition d’un Data Lake
IBM’s definition of a Data Lake is a group of repositories that are
managed, governed, protected, connected by metadata and provide
self service access.
Data Lake
Information Management and Governance Fabric
Data Lake Services
Data Lake Repositories
33. © 2016 International Business Machines Corporation 33
Data Lake is not = Data Warehouse !
• Data Lake Retain All Data
– When designing a Data Warehouse, we structure and transform data to fulfill a reporting
purpose and data that’s not needed today are not included. The Data Lake contains all data in
it’s original format, whether it’s needed today or might be needed in the future.
• Data Lake Support All Data Types
– Data Warehouse mainly contains structured data from transaction systems. Data Lake
contains this and non-traditional data sources as web logs, sensor data etc. in its raw format.
Only when we need data are they transformed.
• Data Lake Support All Users
– Data Warehouse in its structured format mainly supports Readers. Date Lake supports
Readers, Analysts (that needs to go back to the source data) and Data Scientists (that needs
to include new data sources in a more free format)
• Data Lake Adapt Easily to Changes
– Changes to a Data Warehouse is a time consuming process due to the complexity of structure
and load of data. Data Lake contains all data and allows the end-user to approach
unstructured data at their own pace.
• Data Lake Provide Faster Insights
– Data Warehouse is one of many data sources to Data Lake, leaving Readers to tap into the
structured approach and Data Scientist to dive into the full data lake in a govern approach –
the Data Lake
33
34. © 2016 International Business Machines Corporation 34
Data Lake - Architecture de référence
Line of Business
Applications
Informa,on
Service Calls
Search
Requests
Report
Requests
Deploy
Decision
Models
Data
Access
Data Lake
Deploy
Real-,me
Decision
Models
Data Lake
Operations
Cura,on
Interac,on
Management
Data
Access
Data
Deposit
Data
Deposit
Data Scientist and
Monitor operations
Events to
Evaluate
Informa,on
Service Calls
Data Out
Data In
No,fica,ons
Deploy
Real-,me
Decision
Models
Understand
Informa,on
Sources
Understand
Informa,on
Sources
Understand
Compliance
Report
Compliance
Adver,se
Informa,on
Source
Governance, Risk and
Compliance Team
Data
Steward
Catalog
Interfaces
Informa,on
Service Calls
Raw Data
Interaction
Enterprise
IT
Interaction
Consumers
of Insight
Simple, ad hoc
Discovery
and Analysis
Reporting
Analytical Insight
Applications
View-
based
Inter-
action
DataLakeRepositories
Information Integration & Governance
Enterprise IT
New Sources
Other Systems
Of InsightOther Data
Lakes
System of
Record
Applications
Enterprise
ServiceBus
Systems of
Engagement
Systems of
Automation
Structured and
traditional data
Unstructured and
Non traditional
data
35. © 2016 International Business Machines Corporation 35
Data Lake - Architecture de référence
Line of Business
Applications
Informa,on
Service Calls
Search
Requests
Report
Requests
Deploy
Decision
Models
Data
Access
Data Lake
Deploy
Real-,me
Decision
Models
Data Lake
Operations
Cura,on
Interac,on
Management
Data
Access
Data
Deposit
Data
Deposit
Decision Model
Management
Events to
Evaluate
Informa,on
Service Calls
Data Out
Data In
No,fica,ons
Deploy
Real-,me
Decision
Models
Understand
Informa,on
Sources
Understand
Informa,on
Sources
Understand
Compliance
Report
Compliance
Adver,se
Informa,on
Source
Governance, Risk and
Compliance Team
Data
Steward
Catalog
Interfaces
Informa,on
Service Calls
Raw Data
Interaction
Enterprise IT
Interaction
APIs
Data
Ingestion
Publishing
Feeds
Continuous
Analytics
STREAMING
ANALYTICS
Consumers
of Insight
Simple, ad hoc
Discovery
and Analysis
Reporting
Analytical Insight
Applications
Analytics Tools
View-based
Interaction
Secure
Access
SAND
BOXES
EVENT
CORRELATION
DataLakeRepositories
Descriptive
Data
INFORMATION
VIEWS
CATALOG
Context
Data
ASSET
HUB
ACTIVITY
HUB
CODE
HUB
CONTENT
HUB
Deposited
Data
Historical
Data
Harvested
Data
INFORMATION
WAREHOUSE
DEEP DATA
AUDIT
DATA
OPERATIONAL
HISTORY
SEARCH
INDEX
Information Integration & Governance
INFORMATION
BROKER
OPERATIONAL
GOVERNANCE
HUB
BROKER
CODE
HUB
WORKFLOW STAGING AREAS GUARDS MONITOR OFFLINE
ARCHIVE
LOG
DATA
Published
Data
DATA
MARTS
OBJECT
CACHE
EXPORT
AREA
Search
Access
Feedback
Refine
SAND
BOXES
Secure Access Secure Access
Enterprise IT
New Sources
Third Party Feeds
Third Party APIs
Internal Sources
Other Systems
Of InsightOther Data
Lakes
System of
Record
Applications
Enterprise
ServiceBus
Systems of
Engagement
Systems of
Automation
36. © 2016 International Business Machines Corporation 36
IBM Behavior Based Customer Insight For Banking (BBCI)
BBCI Use
Cases
§ Customer
Retention
§ Improving
Customer
Experience:
§ Overdraft
Alerts
§ Cashflow
pattern
detection
§ Cross-Sell and
Up-Sell
§ Targeted
Marketing
How
They
Spend
What
They
Buy
When
They
Spend
Where
They
Spend
Customer
Data
Payment
Data
Transacti
on
Data
Interactio
n
Data
External
Data
Generate
segments based
on behavior
Use insights to
drive what is
presented to clients
Predict future life
and financial
events
Predict likelihood
of financial
activities & churn
based on behavior
correlations
Benefits
§ Improve cross-sell and wallet
share
§ Reduce aXri,on
§ Generate new revenue streams
Financial and life event prediction to gain actionable insight from the data
(payments, transactions) banks have on their customers and data outside.
37. © 2016 International Business Machines Corporation 37
Exemple – Connaissance client
Credit/Debit trends
& future prediction
Customer
Behaviour
details
Insight on
Debits
Likehood of Overdraft
38. © 2016 International Business Machines Corporation 38
© 2015 IBM Corporation38
Link to the case study
http://
public.dhe.ibm.com/
common/ssi/ecm/en/
imc14573usen/
IMC14573USEN.PDF
Une grande banque italienne
exploite les données non
structurées des clients afin
d'améliorer leur fidélité
Need
• Drive customer retention activities based
on behaviors instead of only transactions
• Leverage branch teller notes, call center
notes and client emails to identify
changing client behaviors
• Track social media sentiment analysis to
measure impact of targeted campaigns
Targeted Benefits
• Reduce attrition from 6% to 3%
• Optimize offers and cross sell to increase
average products per customer from 1.4
to 2.2
• Improve client advocacy (NPS)
38
39. © 2016 International Business Machines Corporation 39
Transformation Digitale
System of Engagement
System of Insight
Intégration
40. © 2016 International Business Machines Corporation 40
La couche d'intégration doit évoluer pour faciliter les
échanges en temps réel entre le Système of Engagement
et le System of Record.
Systems of
Engagement
Systems of
Records
APIs
SOA
Services
Emulators
API
Management BPM
Business
Rules
Document
Management
End-to-end Integration
Une bonne pratique consiste à extraire les
processus métier et les règles métier du
System of Record et de les exposer sous
forme de service.
41. © 2016 International Business Machines Corporation 41
Technology
New
Customers
Behavior
New
Entrants
First
Movers
Regulatory
Internal
Forces
banking≠ banks
Positive Forces
Negative Forces
TheForces
Forces de l’écosystème bancaire
42. © 2016 International Business Machines Corporation 42
Banks Should be Banking on
APIs and Apps, Not
Applications
http://www.gartner.com/newsroom/id/2217415
42
Ce qu’en pense le Gartner …
API Deployment models that
accelerate digital banking
http://blogs.gartner.com/kristin_moyer/2014/03/05/api-
deployment-models-that-accelerate-digital-banking/
Banks are in a race to remain
relevant. Open banking provides
banking CxOs and line of business
leaders with a way to transform
what it means to be a bank.
http://blogs.gartner.com/kristin_moyer/2014/06/06/banks-
are-in-a-race-to-remain-relevant/
Digital Banking and the Role
of APIs, Apps and App Stores
http://blogs.gartner.com/kristin_moyer/2013/12/11/
digital-banking-and-the-role-of-apis-apps-and-app-
stores/
44. © 2016 International Business Machines Corporation 44
Déterminer le modèle de monétisation est crucial
§ Drives Adoptions of APIs
§ Typically low valued assets
§ Drive brand loyalty
§ Enter new channels
For Free
Facebook Login API
provides free
authentication for any
Web / mobile app
Example:
Developer Pays
§ Business Asset must be of
high value to the Developer
§ For example, marketing
analytics, news,
§ Capabilities such as credit
checks
Amazon EC2 Web
Services – APIs charge
per usage to launch and
manage virtual servers.
Example:
Developer Gets Paid
§ Provides incentive for
developer to leverage web
API
§ Ad placements
§ Percentage of revenue
sold product or services
Google AdSense APIs
pay developers who
include advertising
content into apps
Example:
Indirect
§ Use of API achieves some
goal that drives business
model.
§ E.g. Increase awareness
of specific content, or
offerings
eBay Trading APIs offer
developers access to
trading services
extending the reach of
listings and transactions
Example:
44
45. © 2016 International Business Machines Corporation 45
Exemple d’API pour la banque
Branch Locator / ATM Locator
Let customers search and find a
convenient ATM, Branch wherever they
happen to be.
Forex Exchange Rates
Let customers get to know about
your great offers on Forex
Deposit, Lending Rates,
Eligibility Calculators
Market your rates through Multiple
Channels
Reward Points Management
Onboard partners quickly easily
integrate in to your reward system
Digital Wallet Services
Make more money with your
Payment & Wallet APIs
Access to Account Data
Get paid when account data is
accessed
SWIFT Code, BIC Codes
Customers can know your SWIFT,
BIC Codes through any channel
Bill Presentment Services,
Corporate Banking Services
Allow Partners & Customers to easily
Integrate with your applications
46. © 2016 International Business Machines Corporation 46
IBM API Management - une solution « on-premise » unique et
complète pour concevoir, sécuriser, contrôler, publier, surveiller
et gérer les APIs
IBM API Management
Fully on-premise, multi-tenant solution,
for API providers
IBM DataPower
API Gateway for security, control, integration &
optimized access to a full range of Mobile, Web,
API, SOA, B2B & Cloud workloads
Over a decade of innovation, 10,000+ units sold,
2000+ customer installations worldwide
47. © 2016 International Business Machines Corporation 47
1
Create, assemble,
and define an API
2
34
Secure and
scale the API
Socialize by sharing
with developers
Manage and
analyze growth
IBM API Management – Fonctionnalités clés
48. © 2016 International Business Machines Corporation 48
Enterprise API Management for all of your Bluemix APIs
Value: Secure, Control, Publish, Analyze and Manage your APIs. Discover APIs from
on premise sources.
2
Key Capabilities:
• Manage your APIs– Manage your Bluemix
APIs to allow secure, governed and monitored
usage
• API Discovery– Discover APIs from on prem
sources such as System Z and IBM Integration
Bus and publish them into Bluemix
• Socialize- Invite partners to consume and
interact via the Developer Portal and publish
into their Bluemix orgs
What’s new?
• A Bluemix service that seamlessly launches an
API Management experience to extend your
API reach
IBM API Management on Bluemix
49. © 2016 International Business Machines Corporation 49
Business Challenge
Solution Result
Types of APIs Example Apps
• Create an “easy to do business with” environment for partners
• Establish a secure digital wallet for online purchases so personal
financial data is not transmitted on the internet.
• Provide a 360°view of the end user for member banks
• Implement an API Management
solution that provides:
1. An easy to use developer portal
2. Rapid assembly of new Restful
APIs for online merchants
3. Extensive real-time analytics
• Coupon redemption
• Payment options
• Partner Loyalty Programs
• Account status
• Improved relationships with
members and partners
• Increased transaction volumes and
revenue generation
• Gained real-time views of buying
behavior and accelerated the timing
of new, targeted offers to buyers
• Groupon: Daily Merchant coupons to help drive new customers
• PayPal: Account linkage to banks, credit and debit cards
• Tripit Point Tracker: aggregates points from various travel industry merchants.
Financial Services: Leading Payments Processor
51. © 2016 International Business Machines Corporation 51
Pour plus d’information
• http://www-935.ibm.com/services/us/gbs/thoughtleadership/bankingredefined/
• http://www.ibm.com/cloud-computing/bluemix/
• http://www-935.ibm.com/services/us/gbs/thoughtleadership/ibv-digital-
transformation.html