Open banking Architecture

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Open banking Architecture

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Architectural longevity (the changes in technology and fortune that the platform will undergo during the next three to five years) •Availability of skills (from lower cost of ownership as well as lower inertia point of view) •Level of integration required (the amount of system integration work the customer is required to do)

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  1. Open Banking Architecture Mayank Mishra Principal Banking Architect Oracle Asia Pacific
  2. Copyright (c) Oracle Corporation 2006. All rights reserved. 2
  3. Emerging Banking Trends New Areas of Opportunities Copyright (c) Oracle Corporation 2006. All rights reserved. 3
  4. IT Reality - Without an Architecture ! Integration problems -> in-flexibility, high cost, high risk Customer General Data Information Ledger Warehouse System Current & Fragmented Applications Consumer Savings & Data Corporate Banking Banking Fragmented Accounts Business Processes, Visibility Fragmented Security and Management Complex, unmanageable environment Trade Treasury Private Insurance Unscalable, Costly environment finance Banking ATM Internet Branch network Call centre Network Banking Copyright (c) Oracle Corporation 2006. All rights reserved. 4
  5. Framework for Customer Service Delivery Banking Eco System – Leveraging all ue even ion R at r Partner Gene Co ana Partner M Customers Customers st ge Banks & Agencies Banks & Agencies S Custo atisfac er me nt m tion Collaboration Ma rform Pe na Sales Unit Ef Pro gem anc En fic ce ric ien ss en e Service Unit hm cy t en & Bank’s t iance Bank’s Compl Product Product Readin ess Regulators Regulators Business Unit Business Unit Copyright (c) Oracle Corporation 2006. All rights reserved. 5
  6. Agenda – Banking Architecture • Business Demands & Trends • Architecture Approach • Ideal Banking Architecture Copyright (c) Oracle Corporation 2006. All rights reserved. 6
  7. Purpose of an architecture To allow IT strategy to align with the business strategy Regulators IAS, Capital Administration demanding Channel Adequacy and training greater optimisation and requirements costs; closing transparency profitability being adopted in the strategy- and accuracy analysis varying degrees execution gap Corporate Customer Risk Human Governance Management Management Capital Optimize Control and Customer focus while reducing the Cost and Complexity Maintenance costs; time to market, new products; multi-channel integration Core Systems Optimisation Copyright (c) Oracle Corporation 2006. All rights reserved. 7
  8. Key objectives from IT Investments!! Getting value from IT Copyright (c) Oracle Corporation 2006. All rights reserved. 8
  9. Architecture Selection Criteria Future Proof your Investments • Architectural longevity (the changes in technology and fortune that the platform will undergo during the next three to five years) • Availability of skills (from lower cost of ownership as well as lower inertia point of view) • Level of integration required (the amount of system integration work the customer is required to do) • Manageability: Planning downtime, partitioning, capacity on demand, workload management • Market momentum: Independent software vendor (ISV) and channel enthusiasm, market share, demand creation Copyright (c) Oracle Corporation 2006. All rights reserved. 9
  10. Evolution of computing Infrastructure Copyright (c) Oracle Corporation 2006. All rights reserved. 10
  11. Agenda – Banking Architecture • Business Demands & Trends • Architecture Approach • Ideal Banking Architecture Copyright (c) Oracle Corporation 2006. All rights reserved. 11
  12. Moving Away from a product-focused design To a Reusable Design Legacy Business Model New Services based Business Model Deposits Loans Cash Treasury Deposits Loans Cash Treasury Product Product Product Product Product development development development development Development Reporting Reporting Reporting Reporting Reporting Interest/Fees Interest/Fees Interest/Fees Interest/Fees Interest/Fees Accounts Accounts Accounts Accounts Accounts Facilities Facilities Facilities Facilities Facilities Payments Payments Payments Payments Payments limited flexibility and re-use with provides business, process and data ever-increasing maintenance costs components that are re-useable across product lines Copyright (c) Oracle Corporation 2006. All rights reserved. 12
  13. Processes Automation, Efficiency & Enrichment Gaining Business Agility Many advantages Automate mundane processes Reconciliations Exception management BPEL is the future of the integration space in my End to End Process Efficiency view…Why? Because the value Loan origination is so much higher when you provide not only a way to Credit Card approvals integrate applications, but also collections a way to create services from them and put them into business processes Open Finance - John Rymer, Vice President, Collaborate to offer attractive products Forrester Research, Inc. Copyright (c) Oracle Corporation 2006. All rights reserved. 13
  14. Customer Centric Understanding the customer better Targeted Marketing for better results Siebel Chordiant Readiness for compliance (KYC) Understanding life-cycle E.piphany BroadVision requirements Understanding Customer – SAP PeopleSoft Customer relationship Legacy Copyright (c) Oracle Corporation 2006. All rights reserved. 14
  15. End-to-End Insight Siebel Analytics Integrated To Oracle FSI Analytics (OFSA) A banker asks ...... A banker asks What products are most profitable to sell to What products are most profitable to sell to whom? whom? How to better hit our targets? How to better hit our targets? How to improve wallet share? How to improve wallet share? Where are organizational bottlenecks? Where are organizational bottlenecks? What is our Risk Adjusted Return? What is our Risk Adjusted Return? Pervasive Insight from the Back office to the Front Operational & Operational & Profitability Profitability Risk Risk CRM CRM Financial Financial Analytics Analytics Management Management Analytics Analytics Analytics Analytics Multi Dimensional Profitability Risk Assessment/ Performance Scorecards Interaction History Activity Based Costing Quantification Operational Cost Analysis Customer Behavior Transfer Pricing • Credit Bank Performance Analytics Segment Migration • Operational Propensity to buy • Market Regulatory Compliance Copyright (c) Oracle Corporation 2006. All rights reserved. 15
  16. Cost Management Improve IT asset Utilization Centralize the Operations Simplify Support and Reduce Cost Consolidate Hardware to a GRID – on demand Bring Branch processing to the center Reduce hardware investment and software licenses Copyright (c) Oracle Corporation 2006. All rights reserved. 16
  17. Well defined Architecture Collaborative Access Management Business Process Orchestration & Management Integration Management Partner Lending, Customer Customer Management Deposits Trade Cash Cards Treas Invst Information Relationship (Suppliers, & Finan Mgmt & ce ury Mgmt Management Management counterparti Switch Accts es) Transaction Functions Support Functions Enterprise GL Management Information Risk Management Data Management Copyright (c) Oracle Corporation 2006. All rights reserved. 17
  18. Fusion Architecture - All encompassing Technology Superiority Copyright (c) Oracle Corporation 2006. All rights reserved. 18
  19. Thank You Copyright (c) Oracle Corporation 2006. All rights reserved. 19
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