CIO roundable experience_sharing_(1sept2015)

1. © 2015 IBM Corporation
CIO Roundtable Silicon Valley
September 1st, 2015
Experiences of Big Data-Driven Transformations
- Cases for Learning
- Piyush Malik

2. © 2015 IBM Corporation2
Experience
25 years of cross-industry experience, multiple domains
~20 Years IT + Business Led & Data-Driven Transformation
Currently directing strategic programs serving global clients
CTO Emerging Technologies, BA&S
Education
Engineering - Electronics & Comms
MBA - Finance & Systems
Organizational Journey
 Telecom Product Management
 Software Development
  High Tech Project Management
  Management Consulting
BI, Analytics, Data Transformations
About Me
Non Profits

3. © 2015 IBM Corporation3
1. Introduction
2. Cases for Transformation
3. Lessons Learned
Agenda

4. © 2015 IBM Corporation4
Change or Perish
Disrupt or be Disrupted
What interests you, how YOU influence the world and how would you like to TRANSFORM
We live in a data-driven world which is rapidly transforming

5. © 2015 IBM Corporation5
Mobile
Social
Cloud
Analytics
Business models under constant pressure
Demanding and connected customers
Great relationships can beat great products
Confluence of Forces or Brewing the perfect storm?
Security
Social

6. © 2015 IBM Corporation6
1 in 2
business leaders do
not have access to
data they need
83%
of CIO’s cited Business
Intelligence (BI) and
analytics as part of their
visionary plan
5.4X
more likely that top
performers use
business analytics
80%
of the world’s
data today is
unstructured
90%
of the world’s data
was created in the
last two years
20%
of available data can
be processed by
traditional systems
Source: GigaOM, Software Group, IBM Institute for Business Value"
Seriously speaking, our world is getting disrupted by data

7. © 2015 IBM Corporation7
The IBM Data & Analytics Team
IBM has invested more than $24 billion, including over
$17 billion on more than 30 acquisitions, to build
capabilities in big data and analytics.
IBM has 15,000 business analytics and strategy
consultants.
IBM has over 7,500 Data Integration, Migration and ETL
resources.
IBM has more than 1,000 developers focused exclusively
on Big Data technology development
IBM has over 1000 Big Data resources with over 5 years
average experience.
IBM’s Research division has half of it’s resources focused
on data, analytics, and cognitive computing.
IBM resource capacity includes Big Data implementation
roles around the world
IBM is moving
Twitter data
beyond social
listening to drive
actionable insights that yield
business results.
Partnerships
A groundbreaking
industry- related
partnership, the IBM-
Weather Channel alliance is
seeking to help businesses such as
State Farm make better decisions
through the use of the internet of
things (IoT).

8. © 2015 IBM Corporation8
Spark – Apache Hadoop
YARN – Apache Hadoop
Core Hadoop Platforms & tools skills (partial list)
Avro – Apache Hadoop
Chukwa – Apache Hadoop
Flume – Apache Hadoop
HBase – Apache Hadoop
HCatalog – Apache Hadoop
Hive – Apache Hadoop
Jaql – Unique to IBM
Lucene – Apache Hadoop
Oozie – Apache Hadoop
Pig – Apache Hadoop
Sqoop – Apache Hadoop
ZooKeeper – Apache Hadoop
Infosphere Streams
R SAS Cognos SPSS Tableau
YARN – Apache Hadoop
Spark – Apache Hadoop
Global Coverage of Skilled Resources

9. © 2015 IBM Corporation9
Typical Big Data Use Case Patterns we typically encounter
Big Data Exploration
Find, visualize, understand all big
data to improve decision making
Enhanced 360o View
of the Customer
Extend existing customer
views by incorporating additional
internal and external information
sources
Operations Analysis
Analyze a variety of machine
data for improved business results
Data Warehouse Modernization
Integrate big data and data warehouse
capabilities to increase operational
efficiency
Security/Intelligence
Extension
Lower risk, detect fraud and
monitor cyber security in real-time

10. © 2015 IBM Corporation10
Customer Retention
and Growth
Next Best
Action
Claims Fraud
Smart Meters
Asset Performance
Management
Next Best
Action
Network
Analytics
Tax Fraud,
Waste and Abuse
Consumer360
Insights
Provider Outcome
Analytics
Deliver a Smarter
Shopping Experience
Merchandise
Planning &
Optimization
Track & Trace
Supply Chain
Management
Actionable
Consumer Insight
Compliance
and Risk
Social Program
Integrity
Banking E & U Government Retail
Insurance Telco Healthcare Industrial
Big Data Use Cases by Industry

11. © 2015 IBM Corporation11
Cost Reduction
Growth
• Clarity of traceability and data
lineage
• Complexity reduction
• Simplified transition and
migration approach
• Advanced/Discovery Analytics
• Business capability enablement
• 360 degree analytics
• Customer decision management
• Business process transformation
• Back end process improvement
• Enabled self-service
• Governance, compliance and security
improvement
Transformation Examples
BD&A
Solutions
Operational
Efficiency
Data Lake
Data Lake
Operations
Decision Model
Management
Enterprise
Other Systems
Of Insight
New Sources
Third Party Feeds
Third Party APIs
Internal Sources
Governance, Risk and
Compliance Team
Information
Curator
Catalog
Interfaces
Raw Data
Interaction
SAND
BOXES
Information Integration,
Governance, and Security
Interaction
Service
Interfaces
Data
Ingestion
Publishing
Feeds
Continuous
Analytics
Other Data
Lakes
Simple, ad hoc
Discovery
and Analysis
Reporting
Analytical Insight
Applications
Analytics Tools
System of Record
Applications
Systems of
Engagement
DataLakeRepositories
Harvested
Data
Descriptive
Data
Shared
Operational
Data
Deposited
Data
Historical
Data
View-based
Interaction
Published
Consumers &Contributors
Cognitive Services
Core Business
Transactions
Landing
Area
Zone -
Raw, unrefined
data
I
InterchangeArea–isolationlayer
= denotes data refinery services
Data Lake Architecture
 Large US
Beverage
Company
 Multinational
Financial
Services Co
 Large Latin
American
Insurer

12. © 2015 IBM Corporation12
1. Introduction
2. Cases for Transformation
3. Lessons Learned
Agenda

13. © 2015 IBM Corporation13
1. Industrial
2. Telecom
3. Financial Services
Three Cases

14. Do you recognize this?

15. © 2015 IBM Corporation15

16. © 2015 IBM Corporation16 16
Social Analytics
With an IBM Social Analytics information service, you can decode the psychological genotype of your
customer to achieve unprecedented customer intimacy
Psychological profile
 Personality
 Needs
 Values
 Activity profiles
IBM FOAK‘s with …
 Two retailers
 Three hotel chains
 Two airlines
 Two governmental
departments
 Followers analyzed
 200+ million Tweets
 300K+ users analyzed

17. © 2015 IBM Corporation17
Inventions from IBM Research
offer new ways to uncover insights from social data
Harness viral effects
in customer
communities to
optimize interactions
Influencer Analysis Micro-segmentation
Use unstructured
social media data to
build refined segments
and detect life event
triggers before they
happen
Watson Personality Insights
Build new segments
based on an
understanding of
inherent personality
traits to grasp attitudes,
traits and needs
BigMatch
Match social profiles with
enterprise data for deeper,
more comprehensive views
of customers
Shortening the time-to-value and easing the burden of data integration

18. © 2015 IBM Corporation18
1. Industrial
2. Telecom
3. Financial Services
Three Cases

19. © 2015 IBM Corporation19
What is changing in the Telecom industry
Mobile data explodes
Consolidation continues
Consumers are seizing control
Over-the-top (OTT) providers thrive
15 multi-country
(10 or more countries)
companies now
control > 3 billion subs
By 2016, mobile
traffic projected to
grow to
11 exabytes / mo;
70% of that video
content
4 companies make up
70% of the total market
value of the top 25
drivers of internet
traffic: Apple, Google,
Amazon and Facebook
Only 18% of people
trust information
from retailers and
manufacturers

20. © 2015 IBM Corporation20
Big Data is Transforming Telecommunications Industry
Telecommunications
Reactive network and services based on
limited customer data
Highly personalized services based on
customer behavior

21. © 2015 IBM Corporation21
MEDIA PUBLISHED
Published by “The Star”
on 3rd January 2012
GBS Led, collaboration with SWG for IBM's Biggest Telco Analytics
Win in ASEAN (3Q, 2011), followed by biggest Enterprise Marketing
Management – Next Best Action win in ASEAN (1Q, 2012)

22. © 2015 IBM Corporation22
Enterprise BI - Deal Timeline
Phase III:
IBM selected
Phase II:
Proof-of-Concept (POC) and solution design
Phase I:
Proposal Development & Submission
Q3 2010
22
Q3 2011Q2 2011Q1 2011Q4 2010
Dec
Mar
Jan
Feb
Mar/Apr
Aug
RFI
Issued
RFP
Issued
Proposal
Submitted
Jul
Oct
POC
Team
Selected
POC
Conducted
Contract
Signed
Win
Notification
Netezza
POC
Conducted
Netezza
replaces
Teradata
Sep

23. © 2015 IBM Corporation23
23
Celcom BI “Blue Stack” Solution
Telco Data Warehouse
Infosphere Datastage
Products Services
Consulting
Services &
Systems
Integration
Application
Management
Services
STG

24. © 2015 IBM Corporation24
Data Sources Campaign Fulfillment
NBA Solution
Unica Marketing Operations
AAS
Files
BI
Complex Event
Processing (CEP)
SMSC
Call Center
Outbound Calls
MMSC
Email
USSD
NGIN
Kenan FX
People Management
Workflows & Approvals
Reports
Calendar
Plan Management
Budget
CIFM
CIFM
Campaigns
Offers
Reports
Session
Optimization
Real-time
Campaign
Legend
Phase 1
Phase 2
Digital Asset
Red Font – via file transfer

25. © 2015 IBM Corporation25
NBA - Implementation Strategy & Delivery Timeframe
NBA Phase 1
Unica Campaign & Unica Marketing operations
(limited features)
Integration with:
SMSC, AAS, NGIN, Outbound dialer and Call
center
NBA Phase 2
Unica Marketing operations (all in scope
features), Unica Optimize & Unica Interact
Integration with:
MMSC, BI, USSD, Email, Kenan FX, CEP
NBA Future Roadmap
Integration with:
• Additional channels (e.g. Web, Call-
Center)
• Additional Fulfillment systems (e.g.
SMP)
** All campaigns to run on Unica
Integrated Marketing Management
platform .
Foundation
• Batch
campaigns
• Closed loop
marketing
Outbound real-time
• Real-time outbound
campaigns
• End to end marketing
process automation
Inbound Real-time
• Real time Inbound campaigns
• Integration extended to other
fulfillment and Communication
systems
4.5 Months
5.5 months
Future Roadmap
Phasing off the current Campaign System
Building foundation

26. © 2015 IBM Corporation26
1. Industrial
2. Telecom
3. Financial Services
Three Cases

27. © 2015 IBM Corporation27
A Large Latin American Bank asked us to help them define an information
management transformation roadmap
The high-level roadmap justifies the transition from current
to future state, as well as describing the initiatives needed to
realize the strategic vision
Information Management Transformation Agenda
Understand Primary
Business Challenges
Assess Current Information
Capabilities and Prioritize
Gaps
Identify Potential
Business Value
Develop Recommendations
and Potential Roadmap
Web
Enterprise
Portals
Composite &
Collaborative
Applications
Mobile
Devices &
Disconnected
LOB
Applications
Productivity
Applications
InformationServices
TransportandDelivery
Data Sources
Analytical Metadata
Data
Domains
Information
Delivery
Channels
Enterprise
Search
Unstructured
Data
Master DataOperational
Security,PrivacyandCompliance
Information
Infrastructure
Network &
Middleware
Systems Management &
Administration Systems
Query &
Reporting
BI &
Performance
Management
Dashboards
& Visualization
Exploration &
Analysis
Operational
Intelligence
Metrics &
Scorecards
Planning,
Budgeting,
Forecasting
Data Management
Enterprise
Information
Foundation
Metadata Management Content Management
Industry Models, Solution Templates, Analytical Applications
Mining
OrchestrationandCollaboration
Storage
Trusted
Information
Managed
Trusted
Information
Information
Integrity
Information Lifecycle
Management
Hierarchy
Management
Event
Management
Records
Management
Content-centric
BPM
Information
Integration
Balance & Controls
Strongly addressed Not addressedNeeds improvement Not applicable

28. © 2015 IBM Corporation28
Delivery of transformation followed an ambitious 3 year roadmap
Transforma-
tio
n
PM
OData
gov
ern
anc
e
mo
del
Data
def
init
ion
&
qu
alit
y
Data model
(op
era
tio
nal
an
d
inf
or-
ma
tio
nal
)
Operational
dat
a
arc
hit
ect
ure
Informa-
tio
nal
dat
a
arc
hit
ect
ure
Business
val
ue
pro
gra
ms
1
2
3
4
5
6
7
Collect requirements for applications
Run ongoing PMO activities
Build reference MDM
Define data
owne
rs per
OU
TextTextData cleansing efforts
Build the data dictionary (metadata)
Risk and Finance Wave 1 Wave 2 Wave 3 Consolidation
Design the conceptual data model
Customer Products Transactions Corporate model
Build / adjust the logical data model
Customer Products Transactions
Define tools for
logical
model
Staff and
laun
ch
the
CD
MOStand up Gov.
Com
mitt
ees
TextTextPilot and implement OU data
quality committees
Build data servicesDesign data services
Evaluate existing data services
solutions within <Client>
Assess
s
o
l
u
t
i
o
n
f
o
r
r
e
f
e
-
r
e
n
c
e
M
D
M
Develop MDM strategy and
access solutions
TextTextCustomer Products Transactions
Map, assess and adjust provisioning points
Customer Products Transactions
Build ETL and DB
environments
Solution Outline Build/adapt Repositories ( DW and ODSs ) Release 2
TextTextOngoing data quality efforts
Collect business requirements per OU
Risk and Finance Wave 1 Wave 2 Wave 3 Consolidation
Map and prioritize of business initiatives
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct NovJan Dec
2013 2014 - 2016
Implement quick wins
Common ops dashboard Improved Lead Generation Updated Fee Policies
Detail, build and implement business initiatives
Cross-company risk optimization initiatives
Cross-sell improvement initiatives
Setup the PMO
structure
Changes to data related application projects
Prioriti-
ze
Assess and ali-gn
with target
Adjust applications to align data sources with target
architecture
Run ongoing quality committees
Business initiatives to deepen customer
relationship
Business initiatives to control risk & fraud
Build/adapt Repositories (DW and ODSs)– Risk & Customer Build/adapt Repositories ( DW and ODSs ) Release 3
Build/adapt Repositories ( DW and ODSs ) Release 4
Redesign roadmap and execution of CIC to target architecture (involved parties MDM)
Release 1 Release 2 Adjustments
Redesign roadmap and execution of Fluir/V9 to target architecture (product MDM)
Release 1 Release 2 Adjustments
Data Management Transformation is an
ambitious program, fully integrated into
the Bank
▪ Incorporates several current critical in-
flight initiatives (Fluir, CIC, DW/BI, …)
▪ More than 500 development
resources in peak
▪ Interface with all of Bank’s Operating
Units (business requirements,
governance setup, business
capabilities) and ATEC areas (systems,
infrastructure, architecture, ...)

29. © 2015 IBM Corporation29
Direct Mail
BC
Agent, IVR
Online, Email
ATM
Mobile, SMS
Chat
“Inform” “Learn” “Target” “Present” “Engage” “Measure”
Brilliant
!
Data is highly
integrated and
recent – provides
holistic, detailed
customer view
We have re-
calibrated to the
customer and have
new test and learn
abilities
“[My bank] knows
me and values my
relationship“
“[My bank] seems
to know what I
need and when I
need it.”
“[My bank] isn’t
always selling
something.”
“[My bank] always
gets me to the
right place and
never fails to follow
up.”
“There is real value
to me in getting all
my needs met by
one bank.”
Governance,
Prioritization &
Optimization
Customer Analytics
Integrated Data
We optimize
communication to
maximize value to
the bank and
customer
We deliver the
right information
to the right
channel – we
capture feedback
Staff and leaders
understand our
goals – have the
skill & motivation
to deliver
We understand
the value levers
and have
instrumented it to
“know”
DEPOSITS
INVESTMENTS
MORTGAGE
CARD
CustomerNeeds&SegmentStrategies
MassMarket|MassAffluent|SmallBusiness
Customer
Experience &
Treatment
Strategies
Vision of Target State: “I have a customer – what do they need most?”

30. © 2015 IBM Corporation30
Executive Sponsors
Bank Executive(s) IBM Executive
IBM Executive
Service Delivery Committee
Bank Executive(s) IBM Service Delivery
Program Executive
Program
Management Office
Contract Management
Functional Committees
Data Management
Analytics Center of Excellence
Technical Steering
Business Initiative Prioritization
Program Management
End-User Change Management
LOBs
Card
CRE
GCSBB
GCIB
GWIM
HR
Finance
…
Finance
ERP
Operations
BusinessCase Review
Transition Management
Executive Committee
Bank Executive(s) IBM Executives
Teradata Executive
SAS Executive
Management Committee
Bank Executive(s) IBM Executives
Teradata Executive
SAS Executive
Application Development / Maintenance
Project Managers (PMs)
Delivery Project Executives (DPE)
Card
CRE
GCSBB
GCIB
GWIM
HR
Finance
…
Auto
Cards
Comm’l
Loans
Cons
Loans
Customer
Demand
Deposits
Finance
Insurance
Mktg/Sales
MortgageLoans
/RE
Risk
TimeDeposits
Treasury
Wealth
BASE INITIATIVE
Transformation Delivery
Metadata Lead
Logical Modeling Lead
ETL Lead
Release Manager(s) Physical Modeling Lead
Semantic Modeling Lead
SAS Optimization Lead
Transformation Project Executive
Key
“what’s different”
organizational
recommendations
Chief Data Officer
Organizational model and governance structure impact

31. © 2015 IBM Corporation31
1. Introduction
2. Cases for Transformation
3. Lessons Learned
Agenda

32. © 2015 IBM Corporation32
Lessons from Successful transformations
 A clear vision, and strong consistent execution
 Strong flexible technology as key enabler
 Top management support and business -IT joint responsibility.
 Complex program management approach
 A visionary leader in the transformation
 Focus on supporting the change
HOW DO WE
TRANSFORM?
 Don’t lose customer intimacy on the way
 Don’t underestimate market differences
 Don’t save on “best people for the job”
 Expect resistance to change - Be ready
PITFALLS TO WATCH

33. © 2015 IBM Corporation33
Improve data quality and
accesscontrols
Lessons learned from successful transformations
Reduce
complexity
Reduce
operatingcosts
Enhanceand/or
create new
analytical capabilities
Keys to transformation success
Program
Governance
Change
Management
Innovation
 Run the Program like an acquisition
 Leverage a partner who will force you to stop doing things which
prevent you from meeting your objectives
 Recognize that the level of change is directly proportional to the level
of innovation
 Embed business case review in the Program to ensure benefits are
delivered and promoted
 Create powerful and influential Functional Committees to inform,
direct and advise the Program
 These committees include a significant focus on prioritizing Business
Initiatives and ensuring that
Data Management has a seat at the current 7 Initiative Prioritization
groups
 Leverage those committees to drive a closer connection between the
LOBs and IT
 Appoint a Chief Data Officer (CDO) who has tangible authority within
IT and Business domains
 Launch an early-and-often dedicated Change Management program
 Leverage assets you already own to accelerate process re-
engineering tied to analytic Transformation
 Address the human dimension of end-users in the face of process,
data and technology change
 Begin with the End in Mind and leverage innovation during the
transformation
 Leverage a Big Data Center of Excellence to drive Innovation and
Adoption
Transformation priorities

34. © 2015 IBM Corporation34
Skills Matter.. No matter how rare.. Acquire, Hire or Partner

35. © 2015 IBM Corporation35
Adopt a Sound Analysis Approach
Understanding
• Current Situation
• Performance
• Aspirational & Business Objectives
(Casita)
• Challenges
Previous
Analysis
Banorte
Information
Public
Information
Executive
Interview
Findings
• Opportunity Areas
• Gaps
Solutioning
• Enablement
• Projects
• Quick Wins
Roadmap
• Project Domains
• Dependencies
• Sequencing
Business
Case
• KPIs
• Benefits
Partnership
Model
• Scenarios
• Timing
• T&C
Next Steps
1
2
3 4 5
6
7
35

36. © 2015 IBM Corporation36
This streamlines business and technology processes enterprise-wide
Step 1: Insight: Prioritize future develop areas from
economic and strategic focus
Economic Assessment
Contribution of Components
Competency Map – Competency
Requirements of Components
Customer
Relationship
Management
Portfolio/Risk
Management
Loan
Origination
andServicing
Accounting
andAudit
Reconciliatio
nand
Settlements
Finance
Planning
&
Analysis
Monitor &
Control
Operations
& Execution
Regulatory &
Compliance
Budgeting &
Forecasting
Portfolio
Management and
Hedging
Customer
Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk
Management
Pipeline
Management
Collateral
Analysis
Marketing and
Syndication
Collateral
Management
Portfolio Risk
Management
Trading
Management
Loan Portfolio
Acquisition
Market Risk
Management
Research Analytics
Loan Funding &
Setup
Loan Servicing &
Administration
Pricing
Document
Management
Reconciliation and
Control
Cash Control
Treasury
Management
Compliance
Guidelines &
Control
Management
Reporting
Financial
Reporting
GL & Accounting
Operational Control
Customer
Relationship
Management
Portfolio/Risk
Management
Loan
Origination
andServicing
Accounting
andAudit
Reconciliatio
nand
Settlements
Finance
Planning
&
Analysis
Monitor &
Control
Operations
& Execution
Customer
Relationship
Management
Portfolio/Risk
Management
Loan
Origination
andServicing
Accounting
andAudit
Reconciliatio
nand
Settlements
Finance
Customer
Relationship
Management
Portfolio/Risk
Management
Loan
Origination
andServicing
Accounting
andAudit
Reconciliatio
nand
Settlements
Finance
Planning
&
Analysis
Monitor &
Control
Operations
& Execution
Regulatory &
Compliance
Budgeting &
Forecasting
Portfolio
Management and
Hedging
Customer
Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk
Management
Pipeline
Management
Collateral
Analysis
Marketing and
Syndication
Collateral
Management
Portfolio Risk
Management
Trading
Management
Loan Portfolio
Acquisition
Market Risk
Management
Research Analytics
Loan Funding &
Setup
Loan Servicing &
Administration
Pricing
Document
Management
Reconciliation and
Control
Cash Control
Treasury
Management
Compliance
Guidelines &
Control
Management
Reporting
Financial
Reporting
GL & Accounting
Operational Control
Regulatory &
Compliance
Budgeting &
Forecasting
Portfolio
Management and
Hedging
Customer
Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk
Management
Pipeline
Management
Collateral
Analysis
Marketing and
Syndication
Collateral
Management
Portfolio Risk
Management
Trading
Management
Loan Portfolio
Acquisition
Market Risk
Management
Research Analytics
Loan Funding &
Setup
Loan Servicing &
Administration
Pricing
Document
Management
Reconciliation and
Control
Cash Control
Treasury
Management
Compliance
Guidelines &
Control
Management
Reporting
Financial
Reporting
GL & Accounting
Operational Control
654
3 2
1
5. Fees& Commissions4. Collateral
Management
1. Management Reporting
3. Risk Management
6. System Rationalization
2. Sales Support
Step 3: Investment: Create detailed roadmap and
business case
Cluster: Develop customized activity-focused
view of Bank
Step 2: Architecture: identify detailed gaps in
organization procedures and systems against plan
Current State
Application
Submission
Straight Through
Processing (STP)
Workflow
External Partners
Contract
Policy Set-up Cost Savings Revenue Reputation
Impact
H
H
H
H
H
L
L
L
H
M
H
L
Base Level Differentiating
Paper submissions of applications.
Applications checked manually for
accuracy and completeness at
point of sale
No STP
Manual processes to route work
across departments. Cases are not
differentiated (e.g. $1MM policy
treated the same way as a $100k
policy)
No or limited use of external
partners for activities such as mail
processing, document imaging,
applications data entry, application
processing & medical information
collection
Paper (and fax & phone, if
applicable) and stand-alone
electronic application submission
for electronic apps, accuracy and
completeness checked in real-time.
Incentives for electronic
submissions.
Partial STP – certain processes
require human intervention (e.g.
app received electronically, but
reviewed by human for
underwriting/suitability review)
Workflow is largely automated,
using smart logic for routing and
prioritizing work. Paper documents
are imaged for workflow. Timely
follow-through on missing
information. Quality reviews built
into workflow for some processes
(e.g. for processing certain
products)
Use of external partners for low-end
activities such as mail processing,
document imaging and application
data entry
Paper and integrated electronic
application submission. App
submission integrated with front-
end used by producers. App
checked for accuracy and
completeness for STP.
Acknowledgement of receipt and
proactive notification of status to
producers & clients
Full STP capability with no human
intervention for selected products
or channels. Expert engine for
automated underwriting/suitability
review, automated set-up and issue.
Selected financial transactions and
postings are electronic
Workflow is fully automated using
imaging. Work is dynamically
prioritized and routed based on
performance targets. Continuous
process to reduce missing
information. Quality processes
based on international standards
(e.g. Six Sigma, TQM)
Strategic outsourcing of low and
high-end activities, including
application review. Leverage
offshore resources to reduce cost
and improve cycle time
Competitive
Target
quantitativeand
qualitative
financialim
pactevaluations
(scenario
based)
Over Extension
Gaps
Duplication
- IBM’s Differentiator
Business
Direction
Setting
Business
Control
Functions
Execution
Functions
Customer Sales and
Servicing Planning
Channel
Administration
Operational Risk
Management
Business Dev Planning
Bus Strategy & Planning
Business Unit Tax
Admin
Market Risk
Management
Campaign Planning
Product Portfolio
Planning
Interaction Analytics
Sales Administration Channel Operations
Account Services
Oversight & Fails
Handling
Fraud/AML detection
and resolution
Customer SegmentationBusiness Unit Admin &
Accting
Business Systems &
Enterprise Arch
Audit
Product Develop.
Oversight
Campaign Management
Product Portfolio
Management
Human Resource Mgmt
Legal Services &
Regulatory Compliance
Facilities &
Procurement
IT Service Delivery
Correspondent Bank
Admin
Credit Facility Management
Customer Accounting
Funds Transfer & Payments
Correspondence Admin.
Market Research
Product Development
Product Reference
Information
Campaign Execution
Non Cash Inventory
Admin
Cash and Currency
handling
Customer Sale and
Cross Sell/Up Sell
Applications
Customer Service
Brokered Product Sales
& Market Trading
Contact/Event History
Customer Reference
Information
Customer Credit
Decisioning
Customer Relationship
Management
Case & Exception
Handling
Product Deployment
Financial Planning and
Budgeting
Financial Control and
Reporting
Account Reconciliation
Treasury Operations
Financial Ops &
Position/ Balance
Management
Accounting General
Ledger
Collections & Recovery
Document Management
& Archive
Collateral Admin
Business & Resource
Administration
Customer Sales &
Servicing
Customer Management
New Business
Development
Channel Services Operational Services Financial Management
Asset & Liability
Management
Market Information
Channels (Assisted) &
Transaction
Consolidator
Comms & External
Relations
Enterprise Portfolio
Management
Asset and Liability
Oversight
Asset Liability Tracking
Asset Securitization
Customer
Behaviour Modeling
Customer Relationship Oversight
Customer Credit
Oversight
Channels (Self Service)
Trust & Investment
Services
Rewards Admin.
Shareholder & Custodial Services,Clearing &
Settlement
Transaction Services
Operational
Effectiveness
Enterprise
Management
Effectiveness
Sales & Servicing
Customer,
Proposition &
Marketing
Pricing
Credit Risk
Management
1
Product
Development
& Deployment
Market
Research
Customer
Segmentation
Customer
Behaviour
Modelling
Customer
Reference
Information
Business
Development
Product
Reference
Information
Campaign
Management
Business Dev
Planning
Business Unit Tax
Admin
Regulatory
Compliance
Credit
Risk Management
Operational
Risk
Management
Market Risk
Management
Treasury
Operations
Financial Control
and Reporting
Risk&FinancialManagement
Financial
Planning and
Budgeting
Asset
Securitization
Business Unit
Accounting
Enterprise
Portfolio
Management
Facilities &
Procurement
Business
Unit
Admin
Human
Resource
Mgmt
Bus Strategy
& Planning
Comms &
External
Relations
Business Systems
& Enterprise Arch
Business Infrastructure
Accounting
General
Ledger
Legal ServicesAudit
Interaction
Analytics
Customer
Services
Case &
Exception
Handling
Customer Sales
Customer Interaction
Cross Sell/
Up Sell
Customer
Relationship
Management
Channels
(Assisted)
Market Trading
Brokered
Product Sales
Sales/Channel
Admin
Customer
Transaction
Consolidator
Channels
(Self Service)
Merchant
Relations &
Operations
Production
Fund Transfer
and
Payments
Cards Admin &
Servicing
Issuance and
Placement
Trust Services
Cards
Authorization
Fund Asset
Administration
MortgagesDeposits
Consumer
Lending
eTradingBank Guarantee
Order
Management
Corporate
Advisory Services
Cash Management
Bancassurance
Trade Finance
Services
Investment
Portfolio
Management
Corporate
Lending
Collateral
Admin
Credit Facility
Management
Non Cash
Inventory
Admin
Non
Correspondent
Banking
Shareholder
Services
Cash and
Currency
handling
Market
Information
Correspondence
Admin
Customer
Accounting
Fraud/AML
detection and
resolution
Collections
& Recovery
Account
Reconciliation
Account
Services
Oversight
Correspondent
Bank Admin
Document
Management
and Archive
Operational Services
Rewards
Admin
Clearing and
Settlement
WIRE (SWIFT)
Channel
Operations
Custodial
Services
Payments
Fails Handling
Position/
Balance
Management
Financial
Operations
Major Gaps
Needs
improvement
Analysis Key Fit for purpose Limited Data/NA
Financial
Margin Expected Losses
Financial Cost
OPEX
Earnings
Financial Income
Operational Cost
Admin Cost
Other costs
Fee Income
Lending Asset Growth Rate (%)
Deposits Growth Rate (%)
Corp BankingFee
Income
Retail BankingFee
Income
Other FeeIncome
Brokerage Volume Growth Rate (%)
Investments AUM Growth Rate (%)
Trust Admin AUM Growth Rate (%)
Investments Performance Growth Rate
Insurance Premium Growth Rate (%)
Collections Volume Growth Rate (%)
Payments Volume Growth Rate (%)
Trading Volume Growth Rate (%)
Trade Finance Volume Growth Rate
Other
Revenue
Lending Origination Cost Improvement
Loan Servicing Cost Improvement
Deposits Servicing Cost Improvement
Equities Servicing Cost Improvement
Servicing Cost Improvement
IT Cost Improvement
Fixed Assets Cost Improvement
Admin Cost Improvement
In Progress
Use a Proven Transformation methodology to translate business value to specific projects

37. © 2015 IBM Corporation37
Reference Architectures GBS Agile Method, DevOps Adoption Framework
Industry Models Including Deployment Patterns Frameworks, ETL/ELT Patterns, and Testing Assets
A proven frameworks for building reusable
enterprise Big Data, Analytics, MDM and
Integrationsolutions that are extensible,
robust, and easier to maintain
A proven approach for accomplishing the timely and cost-
effective delivery of the Big Data, Analytics, MDM and
Integrationsolutions. This includes Continuous Integration
& Virtualized Services
An insurance specific Industry framework that includes
accelerators focused primarily around requirements, data
architecture, and data deployment patterns
From infrastructure to to A component-based
approach that accelerates delivery and lowers total
cost of ownership by creating reusable data
integration analysis, design, and construction models,
components and code
Change Management Framework
A proven approach for driving organizational
alignment and ensuring the adoption and use of
delivered capabilities
Leverage IP and Acceleration Assets

38. © 2015 IBM Corporation38
Analytics:
The real world use
of big data
Fundamentals of
big data
Analytics:
A blueprint for
value
Extracting value
from data and
analytics
2012 2013 2014
Big Data to Fast
Value
Analytics:
The Speed
Advantage
Information Governance in
a big data world
Information Governance
for big data landscape
IBM Big Data Platform IBM RTAP with Streams Analytical Accelerators Intro to Big Data Lake
Solution
Models for Big Data
Analytics
Emerging research &
concepts in big data
IBM Institute of Business Value Though Leadership Studies
Big Data
Analytics use
cases in action
Leverage IBM’s Big Data Thought Leadership, Publications, Assets & Accelerators

39. © 2015 IBM Corporation39