Companies that deal with Captial Markets and Traditional Banking Products can leverage a 'Bridge' to cut costs and increase Operational Efficiency and Interoperability.

1. Managing Data Assets
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Global IT Solutions, Inc

2.  On Star Trek, the Bridge is the focal point of information
from the various areas of the ship
 From the Bridge, the Captain is aware of everything that
can potentially effect his ship (“Hull Breach, Deck 11,
Captain!”)
 Information must be integrated from various areas of the
ship in order to make the information readily available to
the stations of the Bridge
 The Captain and his officers are able to make split-second
decisions based on the readiness of information
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3.  Most large ships (Cruise Ships, Naval Vessels,
etc) also have a Bridge which integrates
information from various areas of the ship to a
common area
 Data Integration on these ships to the Bridge
requires that all systems on the ship be
compatible with the repositories and systems
that are used on the Bridge
 The Bridge is essentially a singular ‘looking
glass’ to the entire ship
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5.  Companies do not realize the importance of
having a Bridge
 Inadequate resources are invested in building
the Bridge
 Lack of experience in building a Bridge
 Reports and Spreadsheets are used to integrate
information periodically (e.g., Corporate
Accounting, Call Schedules, P&L Statements,
etc) – and since practically everyone does it this
way, there is a belief that this method is
‘effective’, thus a Bridge is not needed
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6.  Overall increased costs of doing business
 Duplicate Development efforts
 Inconsistent Meta-Data
 Incompatible objectives
 Data Ownership issues
 Poor interdepartmental working relationships
 Data Management productivity
 Increased Resource Workloads
 Expensive Data Correction, Data Reconciliation
 Expensive Restatements
 Missed or lost business opportunities
 Impact to Business Reputation
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8. 1. Each corporation initially builds its own set of
systems with its respective databases and repositories
2. Database design and system development is often
disparate and piecemeal (i.e., System/Database A is
totally autonomous from System/Database B, etc)
3. Most databases and systems are poorly documented
4. Every year corporate buyouts occur
5. The collective core systems and the underlying
databases that survive each buyout are rarely, if ever
formally integrated
6. The disparate and piecemeal nature of the resulting
systems and databases mentioned in #2 are
compounded with each corporate buyout
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9.  Financial Instrument Master
 Credit Ratings (by Source)
 Hedge – Fund Analysis and Integration
 Obligor Risks
 Obligor Balances
 Exposure at Default
 Loss Given Default
 Legal Entity Relationships
 Chart of Account Components
 Beneficiary Account Data
 Common Business Lexicon
 Common Business Model (i.e., Data Model and Process
Model, where applicable)
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10.  Create a Pilot Program, using Traditional Banking
Products and Simple Vehicles for Equity and Debt
 Invite Institutions to participate in the program
and tweak the Business Model
 Offer guidance to participating Financial
Institutions on ‘best practices’ for Data Integration
within their respective firms – using the common
Business Model and advanced Data Management
techniques
 Create / Utilize Review Board
 Create Plan for expanding items outlined in Step 1
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11.  Semantic Data Model will be used as a method
of Knowledge-Transfer about Financial
Instruments—from a few individuals to a
common, accessible repository (e.g., model and
database, etc)
 Monitoring of Banking and Trading practices
will be simplified
 Formation of Bridges for the corporate ships
will allow the ‘captains’ and ‘admirals’ to react
faster when inclement conditions or events
occur
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