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Financial Services are changing and like other industries are slowly being disrupted

  • FInTech Startups

  • Mobile Operators

  • Traditional players like banks, changing too slowly but are waking up

  • Client and products are being disrupted

  • Payments, but are hindered but too much innovation

  • Trade, but similar to 2000/2001 b2b marketplaces

Change is the essence of corporation

  • GE buys and sells businesses, transforms, digitizes, and changes this daily

  • Accenture from consulting to commodity delivery and again driving digital

  • Understanding trends, using them, and changing faster than the market,

  • Firms have the fast changing DNA or they don’t

  • Newton PDA, to iPad, iPhone, to iPad – Speed and DNA

Examples on changing business models and needs:

  • Samsung has limited innovation power due to its commodity Operating System Android link

  • Microsoft had no choice but give Windows 10 away, as it needs the new “platform” to sell apps, media, and cloud services (MS Office, Storage, et al).

  • Banks response is often “let’s develop a better Symbian.”
    Clients expect Amazon.com type responses

  • Consumers and business sign up today

  • Daily new features and products

  • Tailored around the client

Many organizations lack focus on ZERO TOUCH and MODERN PLATFORMS!

Platforms are the DNA of a digital company

  • Platform is similar to an “Operating System like MacOS or Windows” for a company. It is an Application Framework allowing rapid implementation of individual features and functions.

  • They are the make or break of digital companies. As you need a business and operating model, the technical architecture drives to core application platforms allowing organizations to evolve capabilities faster and strategically. AWS Data Centre and Infrastructure is a platform allowing AWS spinning of features of orchestration, integration, data management with subsequent daily changes.

  • Facebook with its core messaging, big data, and sharing technology lets FB evolve features for 1.5BN users and 1BN online within a day at rapid space.

  • A platform let’s Apple evolve iCloud, iTunes, and offer users new features for a purchase daily.

  • With a cross channel platform a bank could do the same.

  • This isn’t a cost question, big platforms can start small (middleware, data, service and standards) and with weeks of investment.

Organization often hand over responsibilities to outsourcing providers and 3rd parties! This will often limit the ability to change and invent and thus needs to be considered carefully.

Vendors have not focused on improving their own platforms and not evening evolving their business models, nor in many cases their skills.

Good example for a core banking platforms is www.mambu.com

Consultants and System Integrators are going commodity, but we are in an age of specialization. Two key business facing distruption are Banks and Professional Service Firms.

How are organizations reaction? Buy, Outsource, Laundry list of digital projects, increase capabilities incrementally.

But no DNA change!

But the new world will pile so much upon our desk that we cant keep following the old model!

Even startups have to learn to work with more then 50 staff!

What should companies do?
Fix the engine

Define the strategy

  • Business – Strategy, Approach, Model,

  • Technology – road map, architecture, technologies

  • Operating model – data driven, metrics, iteration, org

  • Capability – skills have and must have, plan to mature and change (no hire and fire!)

meaning:

  • Move to fast paced experiments

  • Fail Fast

  • Automatic process optimization by process owners = Zero Touch!

  • Take ownership

  • Adopt Cloud Providers

  • Change the organization

  • From work flow to data enablement

Data Strategy

Agile and differentiated channel space key to success

Business services

API as a business model

Deep analytics of external and internal data becoming fundamental to understand of clients and the corporate itself

Data lake

Real time data architecture

Intelligent automation

Allow staff to discover data and empower them to make decisions based upon data versus a pre-defined process flow

Enabling users with tools and training

Moving towards decisions based upon data versus process

Key approach for data:

  • Business learns to speak data / BI Tools, but also analytics

  • Data Governance

  • Functional Service SOA (v3) and 3rd Party API Strategy

  • Analytics as a Service

  • Big Data Strategy; Data Lake

  • Small Data – Replace RDBMS, EDW
    Drive core system architecture around the data lake

  • Data ingestion : Real Time, Stream, and tactcially others,

  • Kill batches = major rework in systems landscape

  • Clear focus on few but well understood tools kafka, ElasticSearch, Spark, Hive, Hbase / mongodb… up and coming: nifi, prestro.io

  • Wiki to distribute approach and develop skills = ubiquitous skills

Automate and build

  • Ingestion framework

  • ESB Link

  • Meta data framework

  • JSON automate ingestion and access – document store

Understand Data Models

  • Really! Understand them

  • Current data model

  • Future data model

  • Canonicals

  • Normalized – but takes long

Organizations

  • What will we need in the future? Technology, Compliance, and Marketing? Who else? What is the future of working?

  • Smaller and deeper skilled teams in technology

  • Data Scientist and Analyst, Business Decision Maker and developers for analytical apps..

  • IT Being the business, never the order taker

Financial

  • Cost of technology versus revenue

  • Discretionary (up) versus non-discretionary cost (down)

Self Plug or what you urgently need for the journey

  • Architects – define and manage strategy

  • Sense of urgency count days not weeks!

Opinions are my own!

aw@axelwinter.com