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SPAN Infotech (India) Pvt. Ltd.
ISO 9001:2008 | ISO / IEC 27001:2005 | CMMI Level 5 | PCMM Level 3
Smart Transformation for Banks
SPAN Infotech (India) Pvt. Ltd.
Wednesday, 19 November, 2014
Sponsored By:
SPAN Infotech (India) Pvt. Ltd.
Today’s Speakers
2
Mahesh D.N.
AVP-BFS Practice Head
SPAN Infotech (India) Pvt. Ltd.
Email Id:
mahesh_dn@spanservices.com
Karthik Bapat
Lead Business Analyst
SPAN Infotech (India) Pvt. Ltd.
Email id :
karthik.bapat@spanservices.com
Terence Hook
Strategic Advisor
SPAN Infotech (India) Pvt. Ltd.
Email id:
terence.hook@spanservices.com
SPAN Infotech (India) Pvt. Ltd.
Introduction
3
Smart
Systems
New
technology
Modernization
Rigid
systems
Old
technology
Outdated
business
services
SPAN Infotech (India) Pvt. Ltd.
Why change anything that is working fine?
4
Customer ‘wow’ experience
 Personalized pricing and portfolio mixes
 Banking without boundaries
Cost
 Reduce maintenance & operating
costs
Competitive reach
 Not by branch networks, but through
technology, licenses, advertising
Changing revenue models and
business needs
 From assets and liabilities to customer
engagement and cross-selling
SPAN Infotech (India) Pvt. Ltd.
Payments and
Transactions
(1994-2000)
2000-2020
Build a digital
ecosystem
Intelligent
multichannel
Optimized
Product
Distribution
Socially
engaging
Customer
centric
What is the change ?
5
SPAN Infotech (India) Pvt. Ltd.
Technology that helps us change!
6
Wave 1
Mainframe
Terminals
<1985
Wave 2
LAN / Internet
Client / Serve
Solutions
1985-2005
Wave 3
Big Data Analytics
Cloud Services
Social business
Broadband / Wi-Fi
Intelligent
solutions
2005 – 2020+
SPAN Infotech (India) Pvt. Ltd.
Big Bang
 One-time change
 Pre-training required
 For bulky systems
Sequential
 Module by module
change
 For patched or
modular systems
Approach to Smart transformation
7
Hybrid
 Logical Components at
a time
SPAN Infotech (India) Pvt. Ltd.
Impact & Trigger Analysis - Current Standing
8
Organization
 Vision & Strategy
 Short-term & long term objectives
 Organic vs inorganic growth
Systems Analysis (Infrastructure)
 Effectiveness
 Age
 Efficiency
 Support
 Maintenance costs
 Interoperability
Stakeholders
 Business consumers
 Internal user / customer
 Management executives
External factors
 Market feasibility
 Central bank regulations
 Political environment
 Clearing systems/norms
SPAN Infotech (India) Pvt. Ltd.
Scorecard
9
Business
Consumers
Internal Users
Management
Executives
Stakeholders
System 1
System 2
System 3
Best Fit
Next Best
Last Preference
10
20
80
40
10
2
15
60
70
10
50
90
20
30
10
40
60
90
0
20
40
60
80
100
System 1 System 2 System 3
Systems Analysis
Effectiveness Age
Efficiency Support
Maintenance Cost Interoperability
0
20
40
60
80
100
External Factors
System 1 System 2 System 3
0
50
100
150
System 1 System 2 System 3
Organisation
Organic & Inorganic Growth
Short Term & Long Term Objectives
Vision & Strategy
Best Fit
Next Best
Last Preference
SPAN Infotech (India) Pvt. Ltd.
External
data
Internal
data
Example 1- Smart banking to engage and delight
10
Customer calls
on an enquiry
BANK
Capitalize on
dashboard
interpretation
like: Spending &
Investment
patterns
Dashboard services
Self service to save time
Answers
the Query
Powerful
Dashboard
Representa
tion
Customize
an offer
Video call
with
experts
Advisory
tools for the
future
Big Data
/BI
Mobility
WebRTC
 Edge over other players
 Increase in goodwill
 Enhances customer loyalty
 Speed up the process of problem solving
 Create a similar experience across the different channels
SPAN Infotech (India) Pvt. Ltd.
Example 2- Bank connects with business
11
 Edge over other players
 Increase in goodwill
 Enhances customer loyalty
 Speed up the process of problem solving
 Create a similar experience across the different channels
Big Data
/BI
MobilityCustomer
in car
show room
Self service to
identify loan
eligibility
Use WebRTC to
talk to my bank
about details
Apply for Loan
Risk Profiling
Point of sale
finance
Take your car
home
Cloud
SPAN Infotech (India) Pvt. Ltd.
Your Journey - Sequential
12
Score card
you systems
Identify key
stakeholders for
SMART
transformation of
your bank
Take a
phased
approach
Go to
market
New version of
your bank
Customer
Centered
Design
Mobility
Big Data /
BI
Cloud/Web
solutions
CRM
Security
SPAN Infotech (India) Pvt. Ltd.
SPAN Overview
13
 Offshore Centers Certified
– CMMI 5, PCMM 3
– ISO 9001:2008
– ISO 27001: 2005
 Almost two decades in IT solution providing
 Part of US$2.3 Billion Norwegian company
& 10,000+ employees
 #7 in Best IT Employer in India
 Banking & Finance
 Insurance & Healthcare
 Retail
 Independent Software Vendors
 Product Engineering Services
 Application Management
 Independent Testing Services
 Enterprise Mobility
 DW / Analytics
 Remote Infrastructure Management Services
 ERP
 Relationship Model
– Management focus
– Governance team
 Innovative Pricing
 Tailored Business Models
 Pavilion® Engagement Model
Stability
Domain
Technology
Client
Engagement
Processes
SPAN Infotech (India) Pvt. Ltd.
Questions
14
Copyright © 2014 by SPAN. All rights reserved. The contents of this document are protected by copyright law and international treaties. SPAN acknowledges the proprietary rights of the trademarks and product names of
other companies mentioned in this document. The reproduction or distribution of the document or any portion of it thereof, in any form or by any means without the prior written permission of SPAN is prohibited.
Steering Progress. Together
Thank you for joining!

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Smart Transformation of Banks

  • 1. SPAN Infotech (India) Pvt. Ltd. ISO 9001:2008 | ISO / IEC 27001:2005 | CMMI Level 5 | PCMM Level 3 Smart Transformation for Banks SPAN Infotech (India) Pvt. Ltd. Wednesday, 19 November, 2014 Sponsored By:
  • 2. SPAN Infotech (India) Pvt. Ltd. Today’s Speakers 2 Mahesh D.N. AVP-BFS Practice Head SPAN Infotech (India) Pvt. Ltd. Email Id: mahesh_dn@spanservices.com Karthik Bapat Lead Business Analyst SPAN Infotech (India) Pvt. Ltd. Email id : karthik.bapat@spanservices.com Terence Hook Strategic Advisor SPAN Infotech (India) Pvt. Ltd. Email id: terence.hook@spanservices.com
  • 3. SPAN Infotech (India) Pvt. Ltd. Introduction 3 Smart Systems New technology Modernization Rigid systems Old technology Outdated business services
  • 4. SPAN Infotech (India) Pvt. Ltd. Why change anything that is working fine? 4 Customer ‘wow’ experience  Personalized pricing and portfolio mixes  Banking without boundaries Cost  Reduce maintenance & operating costs Competitive reach  Not by branch networks, but through technology, licenses, advertising Changing revenue models and business needs  From assets and liabilities to customer engagement and cross-selling
  • 5. SPAN Infotech (India) Pvt. Ltd. Payments and Transactions (1994-2000) 2000-2020 Build a digital ecosystem Intelligent multichannel Optimized Product Distribution Socially engaging Customer centric What is the change ? 5
  • 6. SPAN Infotech (India) Pvt. Ltd. Technology that helps us change! 6 Wave 1 Mainframe Terminals <1985 Wave 2 LAN / Internet Client / Serve Solutions 1985-2005 Wave 3 Big Data Analytics Cloud Services Social business Broadband / Wi-Fi Intelligent solutions 2005 – 2020+
  • 7. SPAN Infotech (India) Pvt. Ltd. Big Bang  One-time change  Pre-training required  For bulky systems Sequential  Module by module change  For patched or modular systems Approach to Smart transformation 7 Hybrid  Logical Components at a time
  • 8. SPAN Infotech (India) Pvt. Ltd. Impact & Trigger Analysis - Current Standing 8 Organization  Vision & Strategy  Short-term & long term objectives  Organic vs inorganic growth Systems Analysis (Infrastructure)  Effectiveness  Age  Efficiency  Support  Maintenance costs  Interoperability Stakeholders  Business consumers  Internal user / customer  Management executives External factors  Market feasibility  Central bank regulations  Political environment  Clearing systems/norms
  • 9. SPAN Infotech (India) Pvt. Ltd. Scorecard 9 Business Consumers Internal Users Management Executives Stakeholders System 1 System 2 System 3 Best Fit Next Best Last Preference 10 20 80 40 10 2 15 60 70 10 50 90 20 30 10 40 60 90 0 20 40 60 80 100 System 1 System 2 System 3 Systems Analysis Effectiveness Age Efficiency Support Maintenance Cost Interoperability 0 20 40 60 80 100 External Factors System 1 System 2 System 3 0 50 100 150 System 1 System 2 System 3 Organisation Organic & Inorganic Growth Short Term & Long Term Objectives Vision & Strategy Best Fit Next Best Last Preference
  • 10. SPAN Infotech (India) Pvt. Ltd. External data Internal data Example 1- Smart banking to engage and delight 10 Customer calls on an enquiry BANK Capitalize on dashboard interpretation like: Spending & Investment patterns Dashboard services Self service to save time Answers the Query Powerful Dashboard Representa tion Customize an offer Video call with experts Advisory tools for the future Big Data /BI Mobility WebRTC  Edge over other players  Increase in goodwill  Enhances customer loyalty  Speed up the process of problem solving  Create a similar experience across the different channels
  • 11. SPAN Infotech (India) Pvt. Ltd. Example 2- Bank connects with business 11  Edge over other players  Increase in goodwill  Enhances customer loyalty  Speed up the process of problem solving  Create a similar experience across the different channels Big Data /BI MobilityCustomer in car show room Self service to identify loan eligibility Use WebRTC to talk to my bank about details Apply for Loan Risk Profiling Point of sale finance Take your car home Cloud
  • 12. SPAN Infotech (India) Pvt. Ltd. Your Journey - Sequential 12 Score card you systems Identify key stakeholders for SMART transformation of your bank Take a phased approach Go to market New version of your bank Customer Centered Design Mobility Big Data / BI Cloud/Web solutions CRM Security
  • 13. SPAN Infotech (India) Pvt. Ltd. SPAN Overview 13  Offshore Centers Certified – CMMI 5, PCMM 3 – ISO 9001:2008 – ISO 27001: 2005  Almost two decades in IT solution providing  Part of US$2.3 Billion Norwegian company & 10,000+ employees  #7 in Best IT Employer in India  Banking & Finance  Insurance & Healthcare  Retail  Independent Software Vendors  Product Engineering Services  Application Management  Independent Testing Services  Enterprise Mobility  DW / Analytics  Remote Infrastructure Management Services  ERP  Relationship Model – Management focus – Governance team  Innovative Pricing  Tailored Business Models  Pavilion® Engagement Model Stability Domain Technology Client Engagement Processes
  • 14. SPAN Infotech (India) Pvt. Ltd. Questions 14
  • 15. Copyright © 2014 by SPAN. All rights reserved. The contents of this document are protected by copyright law and international treaties. SPAN acknowledges the proprietary rights of the trademarks and product names of other companies mentioned in this document. The reproduction or distribution of the document or any portion of it thereof, in any form or by any means without the prior written permission of SPAN is prohibited. Steering Progress. Together Thank you for joining!

Editor's Notes

  1. INTRODUCTION: “Legacy” refers to existing IT assets that have been deployed in the past. These assets could have been installed anywhere from yesterday to twenty years ago, and in many cases, the legacy investment is running critical business processes. Legacy software and applications are often considered to be a ‘cash cow’ for the enterprise, generating unusually high profit margins and thus, are responsible for a large amount of a company’s operating profit. This profit typically far exceeds the amount necessary to maintain the legacy asset, and the excess is sometimes used by the company to fund other strategic initiatives. In addition, legacy software or applications may have come into the enterprise as a result of a merger or acquisition. In many cases, the people responsible for development and management of the application are no longer responsible for the life cycle” -- As per IBM
  2. DRIVERS : Loyalty has a powerful influence on a bank’s economics, because customers who become promoters stay longer with their primary bank, buy more products, often cost less to serve and recommend the bank to other people. High Infrastructure, Hardware and Software costs. Unavailable resources, new generation resistant to work on legacy systems. Resistance to Agile, integration. Vendors moving away to newer product portfolio. Regulations and Rules keep changing, requiring to report more often and be accurate.
  3. Payment Services - All these years, mainly from 1994 to 2000 , banking was evolving around ‘transactions and payments’ – Making payments through internet banking, that resulted in faster, more effective, and accurate payments services. Along with this fundamental concepts, today’s banking requires Optimized Product : Digital eco system: Intelligent Multi channel : Customer centric model : Advisory tools and self service Socially engaging :
  4. Business System: Must receive input from all the stakeholders. Environment: The various base-blocks on which the system runs. Effectiveness: To what extent is it helping the staff. Application: The factors that improve efficiency. Organization: Coordinate with organizational goals, and decide a legacy method approach. Low quality, low business value - These systems should be scrapped. Low-quality, high-business value - These make an important business contribution, but are expensive to maintain; should be re-engineered or replaced if a suitable system is available. High-quality, low-business value - Replace with COTS, scrap completely or maintain. High-quality, high business value - Continue in operation using normal system maintenance. Data: Redundancy leads to it being classified as a legacy system. Modern systems have low redundancy.
  5. An organization collects data from all the stake holders as mentioned in the previous slide. Business System: Must get inputs from all the stakeholders. Environment: The various base-blocks on which the system runs. Effectiveness: Analyze how much is it helping the staff. Application: The factors that improve efficiency. Organization: Coordinate with organizational goals; decide a legacy method approach. Low quality, low business value - These systems should be scrapped. Low-quality, high-business value - These make an important business contribution but are expensive to maintain; should be re-engineered or replaced if a suitable system is available. High-quality, low-business value - Replace with COTS, scrap completely or maintain. High-quality, high business value - Continue in operation using normal system maintenance. Data: Redundancy leads to it being classified as a legacy system. Modern systems have low redundancy.