Cloud Computing Strategic considerations for Banking & Financial Services Institutions

Size: px
Start display at page:

Download "Cloud Computing Strategic considerations for Banking & Financial Services Institutions"

Transcription

1 Cloud Computing Strategic considerations for Banking & Financial Services Institutions Cloud computing is the convergence of virtualization, distributed applications, grid, maturity of enterprise software applications and enterprise IT management - to enable a dynamic, flexible and economic approach for deploying and scaling enterprise IT. Cloud computing is tremendously attractive as it enables a fundamental shift from capital intensive focus to a flexible operational management model. It is typically characterized by on-demand computing paradigm based on pay per use pricing model. Cloud computing delivery models can be distinguished based on the level of abstractions they export to the Cloud users and the level of computing resource management they offer. It is scalable, flexible and provides an automated system deployment model. Banking & Financial Service Institutions are possibly the most advanced in terms of technology adoption and use it as a key differentiator. With high levels of business process automation, maturity in the functional portfolio, straight through processing and proven technology outsourcing benefits, BFS institutions stand to benefit significantly from Cloud computing capabilities. Additionally, with complex Compliance and Regulatory policies, combined with expansive products and geography coverage, the business impact is even greater. While the benefits are exponential, there are also significant challenges in adopting this model including Legal, Security, Performance, Reliability, Transformation complexity, Operating control & Governance and most importantly proof for the promised cost benefits.

2 The IT industry forecasts exponential investments in Cloud Computing, which is matched by industry trends even as they prepare for growth. Key to this evolution being successful is the measure of abstraction that can be achieved encompassing the service functionality, delivery of the service and the governance mechanism covering the service delivery. Our assessment indicates that there is no single cloud solution model that can meet all the requirements, but a federated service ecosystem which combines both cloud and non cloud based solutions. A federated ecosystem offers multiple archetype implementations, delivers flexibility to match business requirements and provides an incremental adoption path, thus enabling external business service providers to seamlessly integrate into this ecosystem. We also anticipate that as BFS institutions start realizing the benefits of Cloud computing, the internal business & technology operations will transform into a coherent set of ondemand, scalable & flexible platforms covering five key dimensions - Technology development, Customer functions covering channels & integration, Core Business Services & Product Engines, Business Enabling Services and Corporate Services covering Finance, HR, Legal & Marketing. TCS believes that Cloud Computing will prove very attractive to Financial Institutions, primarily because it provides the next generation value in IT with innovative and flexible business models. While this model may prove to be potentially disruptive, BFS enterprises are rapidly getting ready to embrace this change.

3 About the Author M C Suresh Head Technology & Solutions, Banking & Financial Services Industry Solutions Suresh is passionate about creative technology solutions that drive business and social impact, while generating commercial returns. He has 16+ years of IT Industry experience, excelling in various leadership roles in IT Strategy, Transformation & Enterprise Business Solutions. He has worked closely with most of TCS global BFSI customers establishing TCS business, mindshare & driving value solutions. He currently heads Technology & Solutions for BFS Industry Solutions Unit, focusing on building advisory mindshare; solutions led transformation and bringing Innovation deeper into the enterprise. He is a member of the Corporate Technology Board, covering the BFS vertical. 1

4 Table of Contents 1. Introduction Background Key Definitions Industry Forecasts 5 2. Current State Of It In Financial Institutions Portfolio Profile Portfolio Components Influences from other trends Considerations On Cloud Adoption Expectations from Cloud based Solutions Challenges and Risks with Cloud based Solutions Aspects accelerating Cloud based Solutions Opportunities Within The Portfolio Overall Scenario Service Ecosystem Service Ecosystem evolution Conclusion 21 2

5 Introduction 1.1 Background Cloud Computing is one of the most impacting technology innovations today. Significant investments have been made on several initiatives in the start-up world, major technology players as well as business institutions. All participants and stakeholders in the Technology and IT Services industry are keenly involved in understanding what it can offer, how it can change the information technology landscape, its impact on their businesses, benefits it can provide as well as the challenges associated in leveraging the concept. Cloud computing is the convergence of several concepts - from virtualization, distributed applications, grid, maturity of enterprise software applications and enterprise IT management - to enable a dynamic, flexible and economic approach for deploying and scaling enterprise IT. Cloud Computing is fundamentally based on the long-held dream of performing Computing as a Utility; it has the potential to transform a large part of the IT industry, making software even more attractive as a service and shaping the way IT hardware is designed, purchased, provisioned and managed. With the universal adoption of Internet as a global platform for business, adoption of virtualized hardware platforms for processing needs, maturity of enterprise technologies on the Internet platform to deliver enterprise grade business applications, it is becoming apparent that computing as Utility is now a distinct possibility. Businesses have now moved beyond the control-and-manage mindset when it comes to business applications which enable adoption of utility based models, not only for hardware requirements, but also for functionally rich, process integrated and domain intensive software applications. Businesses have become more resilient in the wake of the recent economic downturn and there is a significant shift in the way IT investments are planned and implemented today. Cloud computing is tremendously attractive to businesses as it enables them to fundamentally shift their capital intensive focus to a flexible operational management model. In this flexible model, businesses need not be concerned about over-investing for services which are not profitable, thus wasting expensive resources, or under-investing for services that deliver outstanding results, thus missing potential customers and revenue. The critical need to achieve this flexibility and the related intrinsic behaviors will accelerate the (already high pitched) focus on cloud computing. There are several successful examples of this model in the industry today. Virtualization solutions for hardware platforms have proven to be widely successful and most of the Financial Services institutions have initiated or running enterprise wide programs in this area. Software as a Service (SaaS) is also prominently successful in specific functional areas (like Sales Force Automation, Origination, etc) and Platform Solutions have been successfully deployed for many of the corporate functions (like F&A, HR, Procurement, Reconciliations, etc). This paper focuses on understanding the potential impact of Cloud Computing Solutions in the Banking and Financial Services industry, setting the overall context of the current state, looking at the various considerations for adoption and solution possibilities in the near future. This paper is intended for senior Technologists, Service Delivery Managers, Enterprise Architects and Portfolio Owners who run the IT portfolio in BFS institutions as well as others who are interested in this concept. 3

6 TCS believes that Cloud Computing will prove very attractive to the Enterprise IT world and specifically to IT service providers, primarily due the infinite opportunities around innovative business models. While the technology foundations of Cloud Computing can be considered as a gradual evolution, TCS firmly believes that the business models will prove to be potentially disruptive. 1.2 Key Definitions While the industry is abuzz with the hype around Cloud Computing, there is still considerable debate on what Cloud Computing actually means. There are multiple definitions of the concept, scope, content, capabilities, expectations, strategies, technologies and architectures. In simple terms cloud computing is a style of computing where massively scalable IT-enabled capabilities are provided as a service over the network. A Cloud is a set of IT infrastructure optimization techniques rolled into one and offered as a shared service to its users. A Cloud Computing model is generally characterized by: A true on-demand computing paradigm Decoupling of application design and development from deployment Automated system deployment and scaling A pay-per-use pricing model Flexible access models Cloud computing delivery models can be distinguished based on the level of abstractions they export to the Cloud users (or programmers) and the level of computing resource management (flexibility) they offer. Based on this characterization, today s Cloud delivery models can be broadly classified into three categories: 1. Infrastructure as a Service (IaaS): These Cloud service providers offer computational resources such as servers, network, and storage from a shared facility managed by the provider to Cloud users on an on-demand basis. 2. Platform as a Service (PaaS): The Cloud service providers export application development platforms that broadly fall into two categories - Those that export application development platforms for certain domains or class of applications (Ex: Google AppEngine and Force.com) and those that export general purpose application development platforms (Ex: Microsoft s Azure). 3. Software as a service (SaaS): The Software as a Service Cloud service providers offer specific application services delivered over the Internet on some form of on-demand payment system (Ex: Salesforce.com). Cloud computing deployment model is characterized into four categories: Public Cloud - Public cloud services are characterized as being available to clients from a third party service provider via the Internet. This does not mean that a user s data is publically visible; public cloud vendors typically provide an access control mechanism for their users. Public clouds provide an elastic, cost effective means to deploy solutions. Private Cloud - A private cloud offers many of the benefits of a public cloud computing environment, such as being elastic and service based. In addition, data and processes are managed within the organization without the restrictions of network bandwidth, security exposures and legal requirements that using public cloud services might entail. This offers greater control of the cloud infrastructure, improving security and resiliency. Community Cloud - A community cloud is controlled and used by a group of organizations that have shared interests, such as specific security requirements or a common mission. The members of the community share access to the data and applications in the cloud. 4

7 Hybrid Cloud - A hybrid cloud is a combination of a public and private cloud that interoperates. In this model users typically outsource non-business-critical information and processing to the public cloud, while keeping business-critical services and data in their control. There are significant unknowns and challenges associated with Cloud Computing; while the concept has been existing for multiple years, core capabilities to enable enterprise adoption is still in nascent state. 1.3 Industry Forecasts The IT industry forecasts exponential investments and adoption rates for Cloud Computing. This is corroborated by the reactions and behavior within the businesses which are preparing themselves for growth as the economy turns the corner. 69% of North America s Internet users are using some form of Internet-based computing, such as web-based e- mail or photo storage, according to a study by Pew Research Center; more than 55% of North American users are part of Social Communities which run on typical cloud computing environments today. It is already established and successful in the Social space. By 2011, early technology adopters will forego capital expenditures and instead purchase 40 percent of their IT infrastructure as a service, states Gartner Group. Increased high-speed bandwidth makes it practical to locate infrastructure at other sites and still receive the same response times." What impact will a long-term, global recession have on cloud computing? A survey by ScanSafe, a SaaS provider of security services, revealed that 78% of IT managers believe economic uncertainty makes SaaS more appealing. Adoption rates doubled from 2004 to 2008, with 21 percent of small businesses and 31 percent of medium-size companies currently using SaaS. According to a survey by Gartner, "Nearly 90 percent of organizations surveyed expect to maintain or grow their usage of software as a service (SaaS), citing cost-effectiveness and ease/speed of deployment as primary reasons for adoption." By 2013, 12% of world software market will be Internet based forms of SaaS and cloud computing, according to Merrill Lynch. 5

8 Current State Of It In Financial Institutions 2.1 Portfolio Profile Banking & Financial Service Institutions are possibly the most advanced in terms of technology adoption to run their business, to the extent that business is impacted significantly even with millisecond response time variations. Most of these institutions use technology as a key differentiator and almost all their products and services realize their core value proposition through technology. In addition, financial institutions are the most impacted in terms of Compliance and Regulatory expectations, which gets further complicated due to their expansive products and geography coverage. Technology is therefore critical for existence of these institutions. IT budgets are significant ranging between of 3.2% to 4.5% of the revenue and the IT organization is large, well defined, integrated closely with business service delivery and has significant influencing power in terms of business strategy and organizational growth. Financial Institutions are typically classified based on total assets they manage, service lines they cover as well as geographies they are present in. The characteristics of the IT portfolio for these institutions are closely dependent on the product & service lines, customer segments addressed and geography presence. Retail Banking organizations have different requirements as compared to Capital Market institutions. Over the last few decades, Financial Institutions have been at the forefront of technology adoption and are seen as the biggest drivers and consumers of technology innovation. Due to the nature of the business, dependency on technology, quantum of IT investments and their exposure to market variations, most organizations exhibit the following from an IT perspective. Business processes are highly automated and digitized STP is a common characteristic of many functions. Every business functionality, change or enhancement has significant technology component. IT portfolio is complex with diverse platforms, infrastructure, technologies, development languages, applications and tools. In any large institution, it is not uncommon to find instances of everything that technology offered in the last 50 years. While the portfolio is complex, it is also mature; in terms of the overall organization structure, skill & expertise, SDLC methodologies, integration with business process, measurement and metrics, governance, funding & investments, technology & service partnerships, IT value measurements and overall alignment with business. Change Management process is well defined and established influenced by multiple factors mergers & acquisitions, continuous adaptation to changing market requirements and more importantly continuous adoption to changing technologies. Outsourcing is proven and considered as a foundation for Efficiency and Agility across business functions, technology and service delivery; as well as to deliver unique capabilities by leveraging core competencies from partners. Products, Pricing and Business models use IT in a highly innovative manner as a means for growth, differentiation and innovation. Business pressures force the need for dynamic and highly optimized, IT driven operations as a means to manage economic variations, business fluctuations and customer behaviors. Financial institutions, therefore, consider each technology innovation with keen interest and in most cases determine the business shelf life of that innovation. TCS believes that financial institutions will be at the forefront of shaping the evolution and adoption of Cloud Computing. 6

9 2.2 Portfolio Components The complex portfolio is organized into different functional domains based on the lines of business and the products / services being offered. The overall architecture follows a typical pattern with the components as in the following components constitute the portfolio. Delivery Channels Branch ATM Mobile/ m-commerce Internet/ Online Bank Telephone/ IVR POS/ Merchant Call Center Kiosk Channel Integration Portal Integration Process Integration Data Integration Service Integration Process Integration Events Alerts Outcomes Personalization Dissemination Client Sales & Servicing Accounts Charges Statements Credit Transaction Servicing Complaint Mgmt. Comm. Mgmt. Query Mgmt. Relationship Mgmt. Collateral Mgmt. Customer & CRM Functional Systems / Transaction Processing External Interfaces Sales Force Management Consumer Banking Corporate Banking Investment Banking Payments Network (SWIFT, ACH) Credit Bureaus Market Feeds Campaign & Communications Analytics Payments Asset & Wealth Management Funds Management Regulators Rating Agencies Central Bank Feeds Card Issuers Performance Management Treasury Reconciliation Collections Common Services Customer Information IT Development Enterprise Master Data Application Infrastructure Corporate Functions (Finance, HR, Marketing, Legal) Governance, Risks & Compliance App. Dev & Maintenance Technology Management Application Technology Components Infrastructure Components Enterprise Integration Services Enterprise Content Management Figure 1 Financial institutions have developed different levels of maturity functional, technology, operational as well as service delivery across these components. Some of these components are already being delivered as a Service from external service providers. 7

10 a) Delivery Channels: Provide access to Banks through multiple channels like Front Office applications, Online Banking, Telebanking, ATM, Kiosk, Exchange services, Merchant services and Mobile Banking services. Most of the functional capabilities, User Interfaces and process flows are standardized across the channels. Channels have evolved over the years and most institutions have now implemented multi-channel integration capabilities to deliver common experience to customers. Banking functions can be performed across channels irrespective of the stage of the life cycle. Technologies on the Channel platforms are more or less standardized into a combination of functional products (like Fidelity, Chordiant, Core Banking platforms) and bespoke developments on technology products (like Java and.net). Rich Client Platforms are currently being deployed using technologies from Adobe Flex and Microsoft Silverlight. Digitization and Workflow solutions have enabled automation of almost all of the Banking services for Retail, Commercial & Capital Markets. Self Service capabilities are growing rapidly to enable customers to perform almost all of their requirements. Some of the specific functional activities like Application Processing as part of Originations, Customer data validations as part of KYC, etc are currently outsourced as business services to partners; this trend is increasing and expected to align favorably to Cloud based delivery b) Channel Integration: Comprehensive integration capabilities have been developed to cover all aspects of business services. STP based solutions are currently common across all aspects of banking with near real time response times even for complex transactions like Loan approvals. Banks have built robust, scalable and high performing integration layers across the enterprise; multiple ESB implementations are common within the portfolio, leveraging the maturity of technologies like Websphere, TIBCO, WebMethods etc. Banks have also invested heavily and implemented Service based integration solutions, both for internal and external requirements. Context based functional services connecting Bank s applications with external service providers is common for capabilities related to KYC, Card Processing, Originations, Market data validations, Securities Processing, etc Process triggers and Event based capabilities are currently common in most institutions; semantics in many cases are standardized at an enterprise level and data representations use standards like FpML, MISMO, etc. Typically, integrations tend to be split into Internal and External requirements and there is significant standardization in both areas, more so on external integration services as this inter organization in nature. The current solutions are fairly mature and most of further development is in delivering additional functional capabilities. Integration scenarios have also reached a level of maturity where standard patterns are used for solution deployment. c) Customer Sales and Services: This suite of components focus on providing an integrated ability to service customers across multiple functional divisions like Deposits, Lending, Cards, Wealth Management, Securities etc. This also supports ancillary service like Charges, Statements, Collateral Management, Card Issuance and others. These services used to be embedded within Account engines; Banks have, over the years, extracted this out and consolidated the information and now operate them as a set of common services covering all the product lines 8

11 Some of these services is externalized to the extent that they are outsourced to business partners for execution. As the functional aspects evolve and reach maturity where no perceptible differentiation is visible, these services are expected to move further into the outsourcing domain. d) Customer Information & CRM: Banks have evolved from a Product oriented environment into Customer centric models over the last several years. Most institutions including Tier 3 Banks have implemented common Customer Information systems that provide an enterprise view of the customer, product profile and associated risk & value ratings. CRM systems have been fully implemented managing the entire relationship management process, service interactions across channels and personalization of service delivery. Combination of Product and custom built solutions have been implemented; Account engines still contain customer and relationship information in many institutions, but data synchronization mechanisms have been well deployed. Tier 3 and smaller institutions consider parts of the CRM functions as commodity elements that can be delivered as a service from external providers, and are increasing moving towards this model. Enterprise customer information and relationship management is considered a standard for customer service, and institutions are evolving into Relationship based products and pricing model, which would enable differentiation and personalized engagement. e) External Interfaces: External interfaces typically provide data into the Banking enterprise market data, credit bureau, ratings, regulatory information, price, rates and other reference information (like Corporate Actions). This has evolved and matured into a near real time based model with service oriented architectures. Banks have built bi-directional pattern-driven solutions for external interfaces and most of the data service providers have standardized on the semantics and integration architectures. In most situations, these patterns are common across different institutions. Service providers have consolidated over the years and they are providing additional consultative capabilities (like Relationships, Patterns and Analytics) which used to be developed internally earlier. f) Functional & Transaction Processing Systems: This represents the core processing portfolio of systems for Banks covering Deposits, Cards, Mortgage, Lending, Wealth Management and Securities Processing functionality. Functional aspects including Regulatory requirements are abstracted and implemented as functional products. Most of the large institutions have implemented products from leading vendors and integrated them within the ecosystem; multiple products, versions and instances exist. Most of these products have evolved into the second or third generations to keep pace with changing functional requirements and technology innovation; but inherent constraints still exist. Channel solutions have been implemented to provide a front office façade and enable better products, faster delivery cycles and customer centric capabilities. Some of the product vendors are moving towards a service based model, but the inherent complexities of the business, products, services and the core nature of the business makes this evolution extremely slow. Business processing services are being outsourced increasingly, including niche areas like Underwriting and Collections. 9

12 g) Enterprise Common Services: This represents common functions within the organization covering key business functions like Governance, Risk & Compliance, corporate functions like Finance, HR, Procurement & Asset management and technology functions like Content Management, Digitization and Workflow. Enterprise wide GRC initiatives are currently being initiated to deploy comprehensive coverage, standardized platforms and consistent procedures. This is influenced significantly from expanding external compliance requirements. Corporate functions have become fully commoditized and most institutions implement either SAP or Oracle ERP platforms. Some of the lower level functions like Payments are outsourced as a platform service. Technology functions like Workflow, Document & Content Management, Digitization and Integration have become mature. Product vendors have consolidated and most implementations are fairly routine and standardized across institutions and geographies. Business processing services are being outsourced increasingly, including niche areas like Research and Analytics. h) Enterprise Application Infrastructure: Banks have built extensive infrastructure to deliver technology services to their constituents. Large Data Centers have been built to run the infrastructure and many institutions have moved to a consolidated model in the last few years. More than 30% of the total IT budget is typically spent on infrastructure; due to the nature of the evolution, most large banks have all types of hardware, software and devices that were ever invented in the last 30 years. Significant investments are spent on keeping these running, as the cost of technology refresh is high and intrusive. While there is tremendous diversity in the infrastructure and highly heterogeneous nature in the software, most institutions have developed significant Virtualization capabilities. In the last three years, on-demand computing capability has received significant investments; Server and Data virtualizations are common in most data centers. Desktop virtualization is currently in its peak of adoption. Services have been extensively outsourced in fact outsourcing was highly mature in Banks earlier with entire Data Centers being run by service providers. This model changed considerably in the last decade with the decoupling of hardware and software services. Most Banks have now evolved into a stack-based approach towards infrastructure, with the stack supporting the full functional requirement (channel, integration, middle layer, distributed business and data services). This lends easily to a platform based service model in its next evolution. i) Enterprise Application Development: Application development services have undergone significant change in the last decade, with the entire SDLC being outsources and run with an SLA/OLA based operating models. Banks today retain a smaller portion of the technology development (even with tens of thousands of employees). Most institutions have also moved into outsourcing development infrastructure to their IT service providers and focus on building test and production environments. Product based solutions and Virtualization technologies have resulted in lesser custom development 10

13 2.3 Influences from other trends Banking & Financial Institutions are also significantly influenced by several related trends that are impacting within the operating environment. These are summarized as below. Social technologies as the foundation for customer engagement and indirect channels - Front office & Channel capabilities would seamlessly merge with collaborative technologies to enable Richer, Round-the-clock and personalized engagement; engagement is moving away from a push model to a pull model. Composite architectures will mature to support pull from varied sources to enable this movement. Personalized Products & Services delivered through composition - Separation across Deposits, Cards, Lending & Investment products will reduce significantly; to be replaced by a palette of composable products & services delivered through variety of channels and access points; Assisted creation, individually by end customers. Consistent Experience would be a key requirement, irrespective of products/services or the access points. Process to Execution, directly - Agility would be measured by the ability of the architecture to move from Process to Execution directly. At the next level, process profile itself would be abstracted, discovered at run time, as against just the orchestration prevalent today. Internal system portfolio will receive product like treatment - Most applications are currently managed at a portfolio level, including functional changes, upgrades and releases; They will evolve into being treated as coherent stack of components bound together, very similar to how software products are managed. Investment pressures force more variabalizing of IT Spend As Banks move into leveraging the upturn, continued pressures in investments will force CIOs to look for all opportunities to shift their IT spend pattern from a capital intensive model to more elastic models. This will influence all areas which are currently receiving fixed investments within the institution ( infrastructure, applications, platforms, operations, etc) and not elastic to business needs. Movement of functions from core to non core As Banks have evolved, many aspects of the business which provided them with differentiation earlier have become commodity. At the same time, service providers have enhanced their capabilities to deliver full services (covering infrastructure, technology and functional operations) with proven service models, which enable Banks to offload multiple functional aspects. Differentiation through Co-creation For financial institutions, competitive differentiation is no longer a function of size, reach, presence, established products, services and digitization. It is increasingly being influenced by the ability to harvest commodity capabilities coupled with crowd sourcing, providing seamless access points, delivering new products & services quickly and partnering within the ecosystem to co-create new capabilities. 11

14 Considerations On Cloud Adoption 3.1 Expectations from Cloud based Solutions Financial institutions are forced to drive efficiency and agility results within the organization; this has become imperative today with the after-effects of the economic impact as well as the mindset changes within the ecosystem. Banks are looking at Cloud based solutions with the following set of distinct expectations: Dynamic and flexible Technology model to fully align with the changing needs of the business enabling businesses to provision technology resources based on demand and usage at the right level and at the right time, rather than having to plan upfront for capacity. Highly optimized and virtualized Infrastructure enabling Scale and Cost Efficiency enabling businesses to leverage the right hardware components and manage computing needs as a function of real time usage, rather than design and run with maximum capacity, redundancy and resiliency upfront. Fully automated Service provision, monitoring and management for achieving Agility enabling service providers to focus on managing hardware, software, services as well as end usage outcome, rather than for businesses to set up extensive and expensive operations organizations. Shared Services delivered across trusted domains delivering Security of data, transaction & operations enabling integrated treatment of security across all the operating platforms (self and partner) for all the services rendered to the end users. Internet or Intranet based Access model using high capacity bandwidth and ubiquitous connectivity enabling businesses to deliver business applications to their customers and associates on multiple devices with roundthe-clock. Service based Acquisition model providing functionally rich capabilities on demand enabling businesses and end customers to seek, evaluate, integrate and consume services that are most appropriate to their context, rather than build for scenarios and variations upfront. Significantly low start up costs and rapidly expandable capabilities that shifts Capital Expenses enabling organizations to focus on business outcomes rather than planning technology, capacity, service development and deployment; IT services investments moves significantly into Operational expenses domain. Ability to deliver tailored products and services across the business value chain and customer segments by composition of advanced capabilities provided by businesses and their partners. Usage based Business model that enables businesses to spend based on consumption allowing businesses to provision their technology investments with full alignment to business needs at a granular level. Economies of Scale and Core Competency of the Service Providers enabling businesses to outsource full spectrum of IT capabilities more effectively, efficiently and to manage scale in an elastic manner. Rapid Innovation in services, features and operating models leveraging the capabilities of service provider(s) - as compared to the need for internal and isolated investments and enabling the full impact of Innovation to reach all consumers rapidly. These expectations have evolved over the years as the scale and complexity of the portfolio grew exponentially. There have been successful adoption of other technology innovations like Grid computing, Virtualization and SoA, which have delivered some of these expectations; Cloud solutions are seen as the grand convergence of all these innovations to deliver holistic, outcome based business capabilities. 12

15 3.2 Challenges and Risks with Cloud based Solutions Financial institutions operate within a highly competitive and finely regulated environment. Therefore all of the service aspects are influenced not only by business considerations but also by the compliance requirements. Innovations, so far, have been evaluated, customized, adopted, deployed and managed inside the enterprise security, control, reliability & governance have always been managed internally. Since, Cloud based solutions attempt to take the functional, technology and operational aspects of the business out of the enterprise, these considerations significantly influence the adoption. The following provides a summary of challenges and risks associated with Cloud solutions from the perspective of financial institutions: Legal aspects related to data, visibility, access and information management; especially in the BFS industry that is heavily regulated globally. Security of data, applications and process and the overall management of the solution platforms, with ability to support customer, business and compliance specific requirements. Performance of the service provided, especially the ability to support volume / transaction / user heavy requirements without diluting the user / business experience and outcomes. Availability and Reliability of the services provided and ability to provide consistent quality of service to support peak business requirements. Pain of Integration into the enterprise which is overtly complex, global, diverse and heterogeneous consisting of significant (>60%) custom built applications within the portfolio. Complexity of Governance, Audit & Compliance associated with service models as compared with the relatively easy model of Buy / License and use that is prevalent today. Commoditization and reduced ability to Customize, Extend and Differentiate with the external services provided. Dilution of Operating Control within the enterprise that can lead to business, regulatory and reputational impact if service provision is hampered. Not convinced of the benefits of the solutions especially in large financial institutions, who have developed an efficient business and technology operations, including lean Data Centers, shared service models, standardized platforms and embedded innovation investments; perception that cloud would provide more of scale economics than service innovation. Unknown long term cost impact especially considering the scale and criticality of services to the financial business; in addition, moving to cloud based models is a strategic shift and difficult to backup once the institutions has gone down this path. Potential Lock In and difficulties in bringing back in-house if needed this is directly linked to the need to have absolute control on not just the service output but also on the mechanics of delivering the service. Increased probability of risk & exposure to potential issues related to business operations, confidentiality and compliance which are critical in the financial service industry. Lack of Solution maturity across technical, functional, operational, commercial and partnership models at a level that can support the financial institution. Insufficient proof of success of the Service Providers enabling businesses to outsource full spectrum of service capabilities more effectively, efficiently and to manage scale in an elastic manner. Not enough Major trusted players delivering to the level of expectations that have established in the current environment. 13

16 Change in mindset needed within the financial institutions to move from an operations & technology outcome related view to a business service delivery model. 3.3 Aspects accelerating Cloud based Solutions Financial institutions demonstrate significant maturity in terms of business architecture, process deployment, standard operating procedures to drive operations, technology adoption as well as service delivery. They are also one of the biggest spenders on innovations that show significant business potential. The following aspects would accelerate the adoption of cloud based solutions within the Banking enterprises: Promise of shifting the IT Spend pattern from a BAU heavy model to a capability generating model; influenced significantly by the decrease in the budgets at a time when business needs are rapidly growing. Promise of business agility with the ability to scale and respond to business variations as needed rather than building redundant capacity; research indicates that in excess of 30% of computing power and 15% of human capacity is typically unused in most of the financial institutions, during normal business. Initial success of Virtualization and On-Demand solutions in the infrastructure space; most financial institutions today are focusing on consolidating their Data Centers and implementing enterprise grade virtualization solutions, with widespread acceptance of the resulting ROI benefits. Success of outsourcing and the comfort within the organization, at all levels, with entrusting significant parts of the business and technology operations with services from multiple service providers; more than 70% of financial institutions have significant success and measurable results of 16-18% savings on their investments. Possibilities of offering Financial Services on Cloud platforms to other peer institutions based on the robustness, coverage, capacity and maturity. Intent to achieve value with next generation technology & services model evolving from the current model where almost all opportunities of value generation have been fully leveraged. Standardization and Service based model of the business functions, products & services, operating model and technology portfolio within the business lines, which enables operational units of business components to be delivered by external providers. Business & Operational Component Digitization Standardization Optimization Technology Maturity Service Maturity Outsourcing Maturity Channel H H M H M L Integration H H M H H M Sales & Servicing H M M M M L Customer & CRM H H H H M H External Interfaces H H H M H H Functional Systems H M L M M M Common Services H H H H H H Application Infrastructure Application Development H H H H H H H H M H H H Cloud based solutions could, therefore offer the next stage in the evolution of this outsourcing paradigm within these institutions. 14

17 > Cloud Computing-Strategic considerations for Banking & Financial Services Institutions Opportunities Within The Portfolio 4.1 Overall Scenario As the financial institutions consider next generation enterprise technology solutions, they are looking at deeper alignment of business functions, operations and technology; moving from technology systems to business systems. In this process, the business systems need to be created based on clear functional and service level objectives, dovetail with the business priorities, enable automated provisioning, support optimized allocation of resources, enable advanced redundancy features and deliver all of this at low cost. Our analysis of the financial organizations and their business operations indicates that there is no single cloud solution model that can meet all the requirements. We believe that financial institutions will create and manage a federated service ecosystem of cloud based solutions along with non-cloud based portfolio, leveraging the abstraction control provided by public, private and community cloud deployments. A federated ecosystem can leverage multiple archetype implementations, deliver elastic capacity to match business requirements and provide an incremental adoption path building on the success of each increment. This will also enable external business service providers, who themselves would start offering their product solutions on the cloud, to seamlessly integrate with this ecosystem. Service Ecosystem Public Cloud Services Community Cloud Services Non Cloud Application Portfolio Private Cloud Platform Private Cloud Services OLA based Business Consumption Services Development Customer Services Core Business Services Business Enabling Services Corporate Services Figure 2 15

18 As institutions evolve into cloud based model, internal business operations would get organized into five specific categories 1) Service Development encompassing functional, technical & operational development 2) Customer Services encompassing all aspects of customer touch point and integration 3) Core Business Services encompassing Product and Account Engines 4) Business Enabling Services encompassing activities that support business execution 5) Corporate Services covering functions like Finance, HR, Legal and Marketing This evolution is positively influenced by the current attempts at right sizing the environment, consolidating computing capabilities across the enterprise, reducing the diversity in the operating models & technology and the deployment of service oriented architectures both inside the organization as well as with external service providers. Key to this evolution being successful is the measure of abstraction that can be achieved encompassing the service functionality, delivery of the service and the governance mechanism covering the service delivery. 4.2 Service Ecosystem From a portfolio perspective, we envisage the ecosystem to be built with following scenarios with incremental evolution: a) Service Development: This includes all aspects of IT Services development within the financial enterprise, covering application development, functional & technology assurance, deployment and maintenance services. While there is significant diversity in the technologies and tools used within the enterprise, there has been steady movement towards consolidation in terms of SDLC process, software configuration, enterprise releases and portfolio based software management. Based on the success of ADM outsourcing, organizations are moving into a Managed Services model at the portfolio level rather than a managed project model that was prevalent earlier. Components Potential Cloud solution Comments Application Development Application Assurance Development Infrastructure Technology Proofing & Selection Public cloud Private cloud Private and/or Public cloud supporting multiple technology platforms Public and/or Community clouds provided by IT / Technology vendors PaaS and SaaS delivery model Steep reduction in technology diversity Homogeneous technology rather than best-of-breed Stack based approach PaaS and IaaS delivery model Will start off as private cloud and evolve into community or public model; most possibly delivered by the IT service provider Service Proofing & Selection Community clouds set up by Service vendors 16

19 b) Customer Services: This includes all aspects of customer engagement, sales, servicing and interactions. This also includes internal employee enablement functions to perform the customer focused activities. There is a clear maturity in terms of channels, operating activities on the channel, customer / product / pricing information requirements to support sales and servicing, architecture and technology to deploy these services. Mobile based service delivery is currently being envisaged in most financial institutions; this will be greatly enhanced by cloud based solutions. Components Potential Cloud solution Comments ATM, Kiosk, Call Center Branch, Online Functions Private Cloud delivering services across the global enterprise Private cloud supporting standard functional suite SaaS delivery model Service standardization across these channels Differentiation is delivered by product features than channel capabilities SaaS delivery model Potential for Core Banking providers to offer Community cloud solutions product features than channel capabilities Mobile based functions Content Management Private cloud supporting standard functional suite Private cloud delivering enterprise wide services SaaS delivery model Diversity of devices, carriers & technologies will enable common solutions rather than individual investments SaaS delivery model Potential for Technology vendors to deliver Public cloud solutions Business Partner delivered functions Public cloud delivering software applications SaaS based delivery model Functionally and usage rich applications Seamlessly integrated with internal services c) Core Business Services: This includes core business processes covering retail banking, commercial banking, payments, investment banking, asset & wealth management and Fund management aspects. While it is the financial products and services that drive competitive differentiation, operating processes have also provided many aspects of differentiation so far. This is expected to continue with cloud based solutions and become more pronounced. Product vendors who provide COTS solutions today, will gradually move towards a cloud based model as the concept gets rapidly adopted by their customers. However, in the initial stages, financial institutions will continue to run these engines as standard non-cloud based portfolios. Several aspects of the process, will however, be delivered on the cloud. While these are part of the core functionality today, they will evolve to become business enabling services in the future. 17

20 Components Potential Cloud solution Comments Core Account Engines Lending Services (Retail & Commercial) No movement from the banking institutions on core engines Potential opportunity for COTS providers to offer Community / Public cloud based solutions Parts of the process like Origination, KYC, Customer On-boarding, Collections, etc would become business enabling services. Cards & Payment services Private clouds delivered by Service providers SaaS delivery model The migration to cloud based model will be incremental with different aspects of Card processing moving to cloud based solutions. Wealth & Investment Management services Investment Banking services Trading & Market Infrastructure Governance, Risk Management and Compliance services No movement from the banking institutions on products & Advisory services No change Private cloud Niche and high revenue portfolio; parts of the service portfolio will be split into business enabling services which could be delivered from the cloud (reconciliation, reference data, etc) Highly mature, capacity intensive at the same time high revenue & compliance impact Moving towards enterprise coverage and seamless integration across the three practices Standardization, coverage and cost pressures will force cloud based model d) Business Enabling Services: This includes suite of business functions that are essential to complete the business processing. Initially, these functions were intricately embedded within the core functions, but over a period of time, they have been extracted and delivered, in most institutions, as shared services across different business lines. The suite of enabling services will increase as financial institutions re-consider aspects of differentiation. These services provide real, rich and practical opportunities for leveraging the benefits of Cloud based solutions. As this evolves, service providers will begin to offer extended business services leveraging their internal innovation ability, abstracting best practices from across the industry at significantly low operating costs; this will further force financial institutions to replace their internal service platforms with partner services. 18

Realizing the Value Proposition of Cloud Computing

Realizing the Value Proposition of Cloud Computing Realizing the Value Proposition of Cloud Computing CIO s Enterprise IT Strategy for Cloud Jitendra Pal Thethi Abstract Cloud Computing is a model for provisioning and consuming IT capabilities on a need

More information

View Point. Lifting the Fog on Cloud

View Point. Lifting the Fog on Cloud View Point Lifting the Fog on Cloud There s a massive Cloud build-up on the horizon and the forecast promises a rain of benefits for the enterprise. Cloud is no more a buzzword. The enabling power of the

More information

Insight. Microsoft Channel Partners Feel the Pain and Ecstasy of the Cloud. Summary. Analysis. The Commitment to the Cloud

Insight. Microsoft Channel Partners Feel the Pain and Ecstasy of the Cloud. Summary. Analysis. The Commitment to the Cloud Microsoft Channel Partners Feel the Pain and Ecstasy of the Cloud Summary Microsoft is changing itself from the tried and true model of selling software product licenses, to a cloud company. While, this

More information

FUJITSU Software Interstage Business Operations Platform: A Foundation for Smart Process Applications

FUJITSU Software Interstage Business Operations Platform: A Foundation for Smart Process Applications FUJITSU Software Interstage Business Operations Platform: A Foundation for Smart Process Applications Keith Swenson VP R&D, Chief Architect Fujitsu America, Inc. May 30, 2013 We are a software company

More information

Realize More Success with Software-plus-Services. Cloud-based software from Microsoft Dynamics ERP

Realize More Success with Software-plus-Services. Cloud-based software from Microsoft Dynamics ERP Realize More Success with Software-plus-Services Cloud-based software from Microsoft Dynamics ERP Cloud computing is Internet-based development and use of computer technology. Large central data centers

More information

Hybrid Cloud Computing

Hybrid Cloud Computing Dr. Marcel Schlatter, IBM Distinguished Engineer, Delivery Technology & Engineering, GTS 10 November 2010 Hybrid Computing Why is it becoming popular, Patterns, Trends, Impact Hybrid Definition and Scope

More information

THE QUEST FOR A CLOUD INTEGRATION STRATEGY

THE QUEST FOR A CLOUD INTEGRATION STRATEGY THE QUEST FOR A CLOUD INTEGRATION STRATEGY ENTERPRISE INTEGRATION Historically, enterprise-wide integration and its countless business benefits have only been available to large companies due to the high

More information

Optimizing Service Levels in Public Cloud Deployments

Optimizing Service Levels in Public Cloud Deployments WHITE PAPER OCTOBER 2014 Optimizing Service Levels in Public Cloud Deployments Keys to Effective Service Management 2 WHITE PAPER: OPTIMIZING SERVICE LEVELS IN PUBLIC CLOUD DEPLOYMENTS ca.com Table of

More information

At the Heart of Quality Assurance

At the Heart of Quality Assurance www.niit-tech.com At the Heart of Quality Assurance Driving Software Quality and Improving Efficiencies Growing competition, global user base, and emerging technology convergence are some of the parameters

More information

Matrix the essence. five degrees Markt 15 3621 AB Breukelen The Netherlands. T: +31 88 0086400 www.fivedegrees.nl

Matrix the essence. five degrees Markt 15 3621 AB Breukelen The Netherlands. T: +31 88 0086400 www.fivedegrees.nl Matrix the essence five degrees Markt 15 3621 AB Breukelen The Netherlands T: +31 88 0086400 www.fivedegrees.nl Matrix - the essence Matrix the real alternative for universal banking Modern banks require

More information

Achieve Economic Synergies by Managing Your Human Capital In The Cloud

Achieve Economic Synergies by Managing Your Human Capital In The Cloud Achieve Economic Synergies by Managing Your Human Capital In The Cloud By Orblogic, March 12, 2014 KEY POINTS TO CONSIDER C LOUD S OLUTIONS A RE P RACTICAL AND E ASY TO I MPLEMENT Time to market and rapid

More information

The Cloud at Crawford. Evaluating the pros and cons of cloud computing and its use in claims management

The Cloud at Crawford. Evaluating the pros and cons of cloud computing and its use in claims management The Cloud at Crawford Evaluating the pros and cons of cloud computing and its use in claims management The Cloud at Crawford Wikipedia defines cloud computing as Internet-based computing, whereby shared

More information

CHAPTER 8 CLOUD COMPUTING

CHAPTER 8 CLOUD COMPUTING CHAPTER 8 CLOUD COMPUTING SE 458 SERVICE ORIENTED ARCHITECTURE Assist. Prof. Dr. Volkan TUNALI Faculty of Engineering and Natural Sciences / Maltepe University Topics 2 Cloud Computing Essential Characteristics

More information

Ten Myths of Cloud Computing. Gene Eun Sr. Director Product Marketing, Cloud September 29, 2014

Ten Myths of Cloud Computing. Gene Eun Sr. Director Product Marketing, Cloud September 29, 2014 Ten Myths of Cloud Computing Gene Eun Sr. Director Product Marketing, Cloud September 29, 2014 Oracle Confidential Internal/Restricted/Highly Restricted Safe Harbor Statement The following is intended

More information

GETTING THE MOST FROM THE CLOUD. A White Paper presented by

GETTING THE MOST FROM THE CLOUD. A White Paper presented by GETTING THE MOST FROM THE CLOUD A White Paper presented by Why Move to the Cloud? CLOUD COMPUTING the latest evolution of IT services delivery is a scenario under which common business applications are

More information

Virtualization Changes Virtually Everything

Virtualization Changes Virtually Everything Virtualization Changes Virtually Everything Philip Dawson Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such

More information

VALUE PROPOSITION FOR SERVICE PROVIDERS. Helping Service Providers accelerate adoption of the cloud

VALUE PROPOSITION FOR SERVICE PROVIDERS. Helping Service Providers accelerate adoption of the cloud VALUE PROPOSITION FOR SERVICE PROVIDERS Helping Service Providers accelerate adoption of the cloud Partnership with Service Providers Enabling Your Cloud Services in Complex Environments Today s challenge

More information

Cloud Computing in Banking

Cloud Computing in Banking Financial Services the way we see it Cloud Computing in Banking What banks need to know when considering a move to the cloud Contents 1 Overview 3 2 Why Cloud Computing for Banks? 4 2.1 Cost Savings and

More information

See what cloud can do for you.

See what cloud can do for you. See what cloud can do for you. Uncomplicating cloud business Table of contents Introduction 3 Why cloud is relevant for your business? 4 What is changing? 4 Why organizations are moving to cloud 5 What

More information

Accelerate Your Enterprise Private Cloud Initiative

Accelerate Your Enterprise Private Cloud Initiative Cisco Cloud Comprehensive, enterprise cloud enablement services help you realize a secure, agile, and highly automated infrastructure-as-a-service (IaaS) environment for cost-effective, rapid IT service

More information

Lifting the Fog: The High Potential of Cloud Computing Paul Daugherty, Chief Technology Architect February 19, 2010

Lifting the Fog: The High Potential of Cloud Computing Paul Daugherty, Chief Technology Architect February 19, 2010 Lifting the Fog: The High Potential of Cloud Computing Paul Daugherty, Chief Technology Architect February 19, 2010 IT leaders are looking to the clouds Cloud 75% of IT decision makers knowledgeable or

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER Monetizing the Cloud: XaaS Opportunities for Service Providers Sponsored by: EMC Brad Nisbet March 2011 Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015

More information

An enterprise- grade cloud management platform that enables on- demand, self- service IT operating models for Global 2000 enterprises

An enterprise- grade cloud management platform that enables on- demand, self- service IT operating models for Global 2000 enterprises agility PLATFORM Product Whitepaper An enterprise- grade cloud management platform that enables on- demand, self- service IT operating models for Global 2000 enterprises ServiceMesh 233 Wilshire Blvd,

More information

Elastic Cloud Infrastructure:

Elastic Cloud Infrastructure: WHITE PAPER Elastic Cloud Infrastructure: Agile, Efficient and Under Your Control - 1 - INTRODUCTION Most businesses want to spend less time and money building and managing infrastructure to focus resources

More information

Cloudsourcing: Cloud Computing Meets Outsourcing

Cloudsourcing: Cloud Computing Meets Outsourcing Cloudsourcing: Cloud Computing Meets Outsourcing With all the recent hype (and counter- hype) about the cloud, it s easy to lose track of the real innovation that s taking place every day using cloud computing

More information

Elastic Private Clouds

Elastic Private Clouds White Paper Elastic Private Clouds Agile, Efficient and Under Your Control 1 Introduction Most businesses want to spend less time and money building and managing IT infrastructure to focus resources on

More information

Timo Koskinen, Cloud Computing Leader & Chief Technologist, IBM Finland. 2012 IBM Corporation

Timo Koskinen, Cloud Computing Leader & Chief Technologist, IBM Finland. 2012 IBM Corporation Timo Koskinen, Cloud Computing Leader & Chief Technologist, IBM Finland AGENDA Rethink IT Reinvent Business Cloud Myths 1. Cloud is New Technology 2. If It s Virtualized, It s Cloud 3. SaaS, IaaS - It

More information

1.2. The key benefits of the shift to the cloud... 3. 1.3. The emergence of No-code metadata driven application platforms... 4

1.2. The key benefits of the shift to the cloud... 3. 1.3. The emergence of No-code metadata driven application platforms... 4 Table of Contents 1. Fundamental shifts driving imminent change for Enterprise Software Applications... 3 1.1. The emergence of the Cloud Computing paradigm... 3 1.2. The key benefits of the shift to the

More information

Shaping Your IT. Cloud

Shaping Your IT. Cloud Shaping Your IT Cloud Hybrid Cloud Models Enable Organizations to Leverage Existing Resources and Augment IT Services As dynamic business demands continue to place unprecedented burden on technology infrastructure,

More information

HP Converged Cloud Cloud Platform Overview. Shane Pearson Vice President, Portfolio & Product Management

HP Converged Cloud Cloud Platform Overview. Shane Pearson Vice President, Portfolio & Product Management HP Converged Cloud Cloud Platform Overview Shane Pearson Vice President, Portfolio & Product Management Cloud is the biggest disruption since the Internet 1970-80s Mainframe 1990s Client/Server 2000s The

More information

Improving Financial Advisor Productivity through Automation

Improving Financial Advisor Productivity through Automation Wealth Managment the way we see it Improving Financial Advisor Productivity through Automation How wealth management firms are embracing change by developing next generation advisor platforms Contents

More information

Front cover IBM SmartCloud: Becoming a Cloud Service Provider

Front cover IBM SmartCloud: Becoming a Cloud Service Provider Front cover IBM SmartCloud: Becoming a Cloud Service Provider Redguides for Business Leaders Joe McIntyre Learn about the IBM CCRA Cloud Service Provider adoption pattern Understand the key cloud service

More information

Ensuring High Service Levels for Public Cloud Deployments Keys to Effective Service Management

Ensuring High Service Levels for Public Cloud Deployments Keys to Effective Service Management Ensuring High Service Levels for Public Cloud Deployments Keys to Effective Service Management Table of Contents Executive Summary... 3 Introduction: Cloud Deployment Models... 3 Private Clouds...3 Public

More information

SOA and Cloud in practice - An Example Case Study

SOA and Cloud in practice - An Example Case Study SOA and Cloud in practice - An Example Case Study 2 nd RECOCAPE Event "Emerging Software Technologies: Trends & Challenges Nov. 14 th 2012 ITIDA, Smart Village, Giza, Egypt Agenda What is SOA? What is

More information

Cloud Computing. Key Considerations for Adoption. Abstract. Ramkumar Dargha

Cloud Computing. Key Considerations for Adoption. Abstract. Ramkumar Dargha Cloud Computing Key Considerations for Adoption Ramkumar Dargha Abstract Cloud Computing technology and services have been witnessing quite a lot of attention for the past couple of years now. We believe

More information

Cloud for Large Enterprise Where to Start. Terry Wise Director, Business Development Amazon Web Services

Cloud for Large Enterprise Where to Start. Terry Wise Director, Business Development Amazon Web Services Cloud for Large Enterprise Where to Start Terry Wise Director, Business Development Amazon Web Services Amazon Retail Business Tens of millions of active customer accounts Seven countries: US, UK, Germany,

More information

The Cisco Powered Network Cloud: An Exciting Managed Services Opportunity

The Cisco Powered Network Cloud: An Exciting Managed Services Opportunity . White Paper The Cisco Powered Network Cloud: An Exciting Managed Services Opportunity The cloud computing phenomenon is generating a lot of interest worldwide because of its potential to offer services

More information

White Paper. Enabling Sales and Distribution with the Cloud. Abstract. - Rafee Tarafdar, Subramanian Radhakrishnan (Subra)

White Paper. Enabling Sales and Distribution with the Cloud. Abstract. - Rafee Tarafdar, Subramanian Radhakrishnan (Subra) White Paper Enabling Sales and Distribution with the Cloud - Rafee Tarafdar, Subramanian Radhakrishnan (Subra) Abstract Consumer packaged goods (CPG) companies are rapidly realizing that with their large

More information

Cisco Unified Data Center: The Foundation for Private Cloud Infrastructure

Cisco Unified Data Center: The Foundation for Private Cloud Infrastructure White Paper Cisco Unified Data Center: The Foundation for Private Cloud Infrastructure Providing Agile and Efficient Service Delivery for Sustainable Business Advantage What You Will Learn Enterprises

More information

Charles Phillips. President Oracle Corporation

<Insert Picture Here> Charles Phillips. President Oracle Corporation Charles Phillips President Oracle Corporation Oracle Corporation World s largest enterprise software vendor $18 billion revenue, FY07 300,000 global customers 235,000 Oracle Database

More information

ONLINE SERVICES. Business and ICT Service Delivery Redefined

ONLINE SERVICES. Business and ICT Service Delivery Redefined ONLINE SERVICES Business and ICT Service Delivery Redefined RULES AND ROLES Even ten years ago, the rules and roles which governed the provision of ICT business services were very different. Business demands

More information

Software Defined Hybrid IT. Execute your 2020 plan

Software Defined Hybrid IT. Execute your 2020 plan Software Defined Hybrid IT Execute your 2020 plan Disruptive Change Changing IT Service Delivery Cloud Computing Social Computing Big Data Mobility Cyber Security 2015 Unisys Corporation. All rights reserved.

More information

Navigating Uncertainty: Keys to Success in a Changing Environment

Navigating Uncertainty: Keys to Success in a Changing Environment Navigating Uncertainty: Keys to Success in a Changing Environment CAIB 37 Annual Conference Presentation November 2010 A new reality for banking: managing uncertainty Banks are facing a new environment

More information

Applying Business Architecture to the Cloud

Applying Business Architecture to the Cloud Applying Business Architecture to the Cloud Mike Rosen, Chief Scientist Mike.Rosen@ WiltonConsultingGroup.com Michael Rosen Agenda n What do we mean by the cloud? n Sample architecture and cloud support

More information

Driving SDN Adoption in Service Provider Networks

Driving SDN Adoption in Service Provider Networks WHITEPAPER Software Defined Networking (SDN) Driving SDN Adoption in Service Provider Networks This whitepaper provides an overview of key requirements and enablers for driving SDN adoption in Service

More information

IT AS A SERVICE BROKER

IT AS A SERVICE BROKER IT AS A SERVICE BROKER MIT Sloan CIO Symposium May 21, 2014 Thomas P. Roloff Senior Vice President EMC Global Services twitter: @TRoloff 1 Why Transformation? Business is Changing Faster Than IT Business

More information

Cloud Computing. Bringing the Cloud into Focus

Cloud Computing. Bringing the Cloud into Focus Cloud Computing Bringing the Cloud into Focus November 2011 Introduction Ken Cochrane CEO, IT/NET Partner, KPGM Performance and Technology National co-leader IT Advisory Services KPMG Andrew Brewin Vice

More information

Fujitsu Dynamic Cloud Bridging today and tomorrow

Fujitsu Dynamic Cloud Bridging today and tomorrow Fujitsu Dynamic Cloud Bridging today and tomorrow Contents Cloud Computing with Fujitsu 3 Fujitsu Dynamic Cloud: Higher Dynamics for Enterprises 4 Fujitsu Dynamic Cloud: Our Offering 6 High Security Standards

More information

Using the Cloud to fill the void between the business and the IT Department

Using the Cloud to fill the void between the business and the IT Department Using the Cloud to fill the void between the business and the IT Department David Bennett IT Consultant david.bennett@changeharbour.com Agenda The legal services market Business demands on the IT Department

More information

Profile. Business solutions with a difference

Profile. Business solutions with a difference Profile Business solutions with a difference Overview ITeM Group was founded in 1999 and has a successful history of delivering IT solutions in Australia, New Zealand, Indonesia, China and Canada. We specialise

More information

VIEW POINT. Getting cloud management and sustenance right! It is not about cloud, it s about tomorrow s enterprise

VIEW POINT. Getting cloud management and sustenance right! It is not about cloud, it s about tomorrow s enterprise VIEW POINT Getting cloud management and sustenance right! It is not about cloud, it s about tomorrow s enterprise Soma Sekhar Pamidi, Vinay Srivastava, Mayur Chakravarty The dynamic technologies of cloud

More information

View Point. Oracle Applications and the economics of Cloud Computing. Abstract

View Point. Oracle Applications and the economics of Cloud Computing. Abstract View Point Oracle Applications and the economics of Cloud Computing Mandar Bhale Abstract Cloud computing is making waves in the Enterprise package space as the latest trend in Information Technology.

More information

Reaping the Benefits of Cloud Computing

Reaping the Benefits of Cloud Computing Reaping the Benefits of Cloud Computing Contents Introduction... 2 Finding #1: Better alignment between business and IT is a strategic objective for many companies.... 4 Finding #2: A majority of organizations

More information

Defining a framework for cloud adoption

Defining a framework for cloud adoption IBM Global Technology Thought Leadership White Paper Computing Defining a framework for cloud adoption How common ground can help enterprises drive success with cloud computing 2 Defining a framework for

More information

CELERITI CUSTOMER AGILE BANKING TECHNOLOGY

CELERITI CUSTOMER AGILE BANKING TECHNOLOGY CELERITI CUSTOMER AGILE BANKING TECHNOLOGY KEEP PACE WITH YOUR CUSTOMERS GROWING NEEDS KEEP PACE WITH YOUR CUSTOMERS GROWING NEEDS GROW YOUR CUSTOMER RELATIONSHIPS Building strong customer relationships

More information

Implementing Software- Defined Security with CloudPassage Halo

Implementing Software- Defined Security with CloudPassage Halo WHITE PAPER Implementing Software- Defined Security with CloudPassage Halo Introduction... 2 Implementing Software-Defined Security w/cloudpassage Halo... 3 Abstraction... 3 Automation... 4 Orchestration...

More information

Services. Lothar Renner Director Service Sales Central Theatre

Services. Lothar Renner Director Service Sales Central Theatre Services Lothar Renner Director Service Sales Central Theatre Service Strategy Evolution How to Build a Long-Term Growth Strategy for our partners and Cisco Service Market Growth Rates FY13 FY17 Product

More information

Achieving Retail Agility

Achieving Retail Agility Achieving Retail Agility Is Cloud Computing the Answer? By Bharat Popat and Jon Stine Cisco Internet Business Solutions Group (IBSG) Cisco IBSG 2012 Cisco and/or its affiliates. All rights reserved. It

More information

Tamanna Roy Rayat & Bahra Institute of Engineering & Technology, Punjab, India talk2tamanna@gmail.com

Tamanna Roy Rayat & Bahra Institute of Engineering & Technology, Punjab, India talk2tamanna@gmail.com IJCSIT, Volume 1, Issue 5 (October, 2014) e-issn: 1694-2329 p-issn: 1694-2345 A STUDY OF CLOUD COMPUTING MODELS AND ITS FUTURE Tamanna Roy Rayat & Bahra Institute of Engineering & Technology, Punjab, India

More information

Enterprise Cloud Solutions

Enterprise Cloud Solutions IT(O) IT Outsourcing Options Enterprise Cloud Solutions CloudAgile Select Partner PDF v2.2 9/11/12 Cloud Computing with Latisys With the Latisys Cloud, your Enterprise can: Achieve unprecedented control,

More information

Business Analytics in the Cloud Rapid, Low-cost Deployment for the Enterprise

Business Analytics in the Cloud Rapid, Low-cost Deployment for the Enterprise Business Analytics in the Cloud Rapid, Low-cost Deployment for the Enterprise Mike Biere Rocket Software March 11, 2014 4:30pm 5:30pm Session Number (15315) Grand Ballroom Salon H www.share.org In summary

More information

Cloud computing and SAP

Cloud computing and SAP Cloud computing and SAP Next Generation SAP Technologies Volume 1 of 2010 Table of contents Document history 1 Overview 2 SAP Landscape challenges 3 Infrastructure as a Service (IaaS) 4 Public, Private,

More information

Cloud computing: defined and demystified

Cloud computing: defined and demystified IBM Global Services April 2009 Cloud computing: defined and demystified Explore public, private and hybrid cloud approaches to help accelerate innovative business solutions Page 2 Contents 2 Executive

More information

Cloud Computing: Elastic, Scalable, On-Demand IT Services for Everyone. Table of Contents. Cloud.com White Paper April 2010. 1 Executive Summary...

Cloud Computing: Elastic, Scalable, On-Demand IT Services for Everyone. Table of Contents. Cloud.com White Paper April 2010. 1 Executive Summary... Cloud Computing: Elastic, Scalable, On-Demand IT Services for Everyone Cloud.com White Paper April 2010 Table of Contents 1 Executive Summary... 2 2 Motivation Around Cloud Computing... 2 3 Comparing Cloud

More information

HCL AXON SAP Cloud Services

HCL AXON SAP Cloud Services Executive Briefing HCL AXON SAP Cloud Services The ability to offer any IT infrastructure or service on a virtual basis TABLE OF CONTENTS Cloud Platforms So What does this mean for SAP in Banking? HCL

More information

_experience the commitment TM. Seek service, not just servers

_experience the commitment TM. Seek service, not just servers The complete cloud Creating and preserving cloud savings, security and service quality transition planning and service management ABOUT THIS PAPER Creating and preserving cloud infrastructure savings,

More information

IBM and ACI Worldwide Providing comprehensive, end-to-end electronic payment solutions for retail banking

IBM and ACI Worldwide Providing comprehensive, end-to-end electronic payment solutions for retail banking IBM and ACI Worldwide Providing comprehensive, end-to-end electronic payment solutions for retail banking IBM and ACI offer unparalleled expertise in designing and optimizing payment systems As leading

More information

Getting Business Value from Customer Engagement. Chet Geschickter, Research Director Gartner Energy & Utilities Industries Research

Getting Business Value from Customer Engagement. Chet Geschickter, Research Director Gartner Energy & Utilities Industries Research Getting Business Value from Customer Engagement Chet Geschickter, Research Director Gartner Energy & Utilities Industries Research 1 How Gartner Delivers Value Gartner research helps clients review, develop,

More information

BUYING GUIDE. Buying Guide for Cloud Services

BUYING GUIDE. Buying Guide for Cloud Services BUYING GUIDE Buying Guide for Cloud Services Getting Started Welcome to the CompTIA Buying Guide for Cloud Services. If you are like most executives, buying technology often entails elements of excitement,

More information

VODACOM HANA CLOUD PLATFORM ERMANO QUARTERO HEAD OF PRODUCT VODACOM BUSINESS

VODACOM HANA CLOUD PLATFORM ERMANO QUARTERO HEAD OF PRODUCT VODACOM BUSINESS VODACOM HANA CLOUD PLATFORM ERMANO QUARTERO HEAD OF PRODUCT VODACOM BUSINESS WHY CLOUD SOLUTIONS MAKE SENSE? VODACOM S EVOLUTION INTO THE CLOUD 2014 Cloud 2010 2008 Unified communications Value ADSL FTTB

More information

Make the Leap from ecommerce to Omni- Channel

Make the Leap from ecommerce to Omni- Channel Iaodesign/Shutterstock An ecommerce platform is the foundation for a successful Omni- Channel business model arvato Systems North America 6 East 32nd Street, New York, New York 10016 United States All

More information

Essential Characteristics of Cloud Computing: On-Demand Self-Service Rapid Elasticity Location Independence Resource Pooling Measured Service

Essential Characteristics of Cloud Computing: On-Demand Self-Service Rapid Elasticity Location Independence Resource Pooling Measured Service Cloud Computing Although cloud computing is quite a recent term, elements of the concept have been around for years. It is the maturation of Internet. Cloud Computing is the fine end result of a long chain;

More information

Cisco Data Center Optimization Services

Cisco Data Center Optimization Services Cisco Data Center Optimization Services Evolve your data center solutions to support business growth, deliver nextgeneration services, and maintain competitive advantage with Cisco Data Center Optimization

More information

Creative Configurations

Creative Configurations Creative Configurations Mixing and Matching Public, Private and Hybrid Clouds for Maximum Benefits Through this year-long series of whitepapers and webinars, independent analyst Ben Kepes is creating a

More information

Cloud computing insights from 110 implementation projects

Cloud computing insights from 110 implementation projects IBM Academy of Technology Thought Leadership White Paper October 2010 Cloud computing insights from 110 implementation projects IBM Academy of Technology Survey 2 Cloud computing insights from 110 implementation

More information

The Massachusetts Open Cloud (MOC)

The Massachusetts Open Cloud (MOC) The Massachusetts Open Cloud (MOC) October 11, 2012 Abstract The Massachusetts open cloud is a new non-profit open public cloud that will be hosted (primarily) at the MGHPCC data center. Its mission is

More information

Understanding the Value of Financial Intelligence for Cloud Management. A white paper by David Linthicum

Understanding the Value of Financial Intelligence for Cloud Management. A white paper by David Linthicum Understanding the Value of Financial Intelligence for Cloud Management A white paper by David Linthicum Hybrid IT Computing 2 Executive Summary Most of those who fund and operate cloud-based or virtualized

More information

Computing in a virtual world Cloud Computing

Computing in a virtual world Cloud Computing Computing in a virtual world Cloud Computing Just what is cloud computing anyway? Skeptics might say it is nothing but industry hyperbole, visionaries might say it is the future of IT. In realty, both

More information

Independent Insight for Service Oriented Practice. An SOA Roadmap. John C. Butler Chief Architect. A CBDI Partner Company. www.cbdiforum.

Independent Insight for Service Oriented Practice. An SOA Roadmap. John C. Butler Chief Architect. A CBDI Partner Company. www.cbdiforum. Independent Insight for Oriented Practice An SOA Roadmap John C. Butler Chief Architect A CBDI Partner Company www.cbdiforum.com Agenda! SOA Vision and Opportunity! SOA Roadmap Concepts and Maturity Levels!

More information

MISYS BANKFUSION UNIVERSAL BANKING WELCOME TO THE FUTURE OF BANKING

MISYS BANKFUSION UNIVERSAL BANKING WELCOME TO THE FUTURE OF BANKING MISYS BANKFUSION UNIVERSAL BANKING WELCOME TO THE FUTURE OF BANKING The global financial crisis precipitated a fundamental rethink of the identity and purpose of the banking industry. Now, as economies

More information

EMC IT S JOURNEY TO THE PRIVATE CLOUD: APPLICATIONS AND CLOUD EXPERIENCE

EMC IT S JOURNEY TO THE PRIVATE CLOUD: APPLICATIONS AND CLOUD EXPERIENCE White Paper EMC IT S JOURNEY TO THE PRIVATE CLOUD: APPLICATIONS AND CLOUD EXPERIENCE A series exploring how EMC IT is architecting for the future and our progress toward offering IT as a Service to the

More information

Enabling HR service delivery

Enabling HR service delivery Enabling HR service delivery Cloud HR 9 10 HR shared services and Outsourcing Global privacy and Security 11 12 Social media 9 Cloud HR What do a carve out from a global medical device maker, a fast-growing

More information

Rootstock Software White Paper How Cloud Computing is Changing the Manufacturing ERP Landscape

Rootstock Software White Paper How Cloud Computing is Changing the Manufacturing ERP Landscape Rootstock Software White Paper How Cloud Computing is Changing the Manufacturing ERP Landscape By Pat Garrehy Executive Summary The introduction and success of cloud computing in recent years has dramatically

More information

EXTEND YOUR FEDERATION ENTERPRISE HYBRID CLOUD SOLUTION

EXTEND YOUR FEDERATION ENTERPRISE HYBRID CLOUD SOLUTION EXTEND YOUR FEDERATION ENTERPRISE HYBRID CLOUD SOLUTION Accelerate the transition to ITaaS The Federation Enterprise Hybrid Cloud solution establishes a sound foundation for delivering IT as a service

More information

Integration Maturity Model Capability #5: Infrastructure and Operations

Integration Maturity Model Capability #5: Infrastructure and Operations Integration Maturity Model Capability #5: Infrastructure and Operations How improving integration supplies greater agility, cost savings, and revenue opportunity TAKE THE INTEGRATION MATURITY SELFASSESSMENT

More information

WWW.WIPRO.COM BUILDING A DIGITAL FUTURE FOR WIPRO CONSUMER GOODS. Digital Transformation

WWW.WIPRO.COM BUILDING A DIGITAL FUTURE FOR WIPRO CONSUMER GOODS. Digital Transformation WWW.WIPRO.COM BUILDING A DIGITAL FUTURE FOR CONSUMER GOODS Digital Transformation WIPRO CONSUMER GOODS DO BUSINESS BETTER CONSUMERS WANT MORE OF EVERYTHING: OPTIONS, INFORMATION, INTERACTION, ENGAGEMENT

More information

The cloud - ULTIMATE GAME CHANGER ===========================================

The cloud - ULTIMATE GAME CHANGER =========================================== The cloud - ULTIMATE GAME CHANGER =========================================== When it comes to emerging technologies, there is one word that has drawn more controversy than others: The Cloud. With cloud

More information

Digital Strategy: Creating an agile, efficient and innovative bank. Sean Breen Director, Industry Solutions Banking, Financial Services, & Securities

Digital Strategy: Creating an agile, efficient and innovative bank. Sean Breen Director, Industry Solutions Banking, Financial Services, & Securities Digital Strategy: Creating an agile, efficient and innovative bank Sean Breen Director, Industry Solutions Banking, Financial Services, & Securities 1 Are Digital financial institutions only about new

More information

Guidelines For A Successful CRM

Guidelines For A Successful CRM Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in

More information

The 2-Tier Business Intelligence Imperative

The 2-Tier Business Intelligence Imperative Business Intelligence Imperative Enterprise-grade analytics that keeps pace with today s business speed Table of Contents 3 4 5 7 9 Overview The Historical Conundrum The Need For A New Class Of Platform

More information

Cloud vs. On Premise: Is there a Middle Ground?

Cloud vs. On Premise: Is there a Middle Ground? Cloud vs. On Premise: Is there a Middle Ground? Building Multi Channel Business Applications without Re Coding Magic Software March 2010 Magic Software is a trademark of Magic Software Enterprises Ltd.

More information

DEVOPS: INNOVATIVE ENGINEERING PRACTICES FOR CONTINUOUS SOFTWARE DELIVERY

DEVOPS: INNOVATIVE ENGINEERING PRACTICES FOR CONTINUOUS SOFTWARE DELIVERY Accenture Architecture Services DEVOPS: INNOVATIVE ENGINEERING PRACTICES FOR CONTINUOUS SOFTWARE DELIVERY Development Operations WHAT IS DEVOPS? IT delivery supporting the new pace of business Over the

More information

WITH AGILE TECHNOLOGY

WITH AGILE TECHNOLOGY FUTURE-PROOF BANKING STRATEGIES Technology Transformation STARTS NOW Banks now better understand the strategic nature of their core systems and are ready to embark on critical technology projects to support

More information

Accelerating EPM Deployment

Accelerating EPM Deployment Accelerating EPM Deployment With Planning in the Cloud SUMMARY In today s challenging planning environment, reliance on spreadsheets is woefully inadequate and fraught with peril. Packaged planning and

More information

JDA Cloud Services We Keep Our Head In The Clouds. John Frazier January, 2012

JDA Cloud Services We Keep Our Head In The Clouds. John Frazier January, 2012 JDA Cloud Services We Keep Our Head In The Clouds John Frazier January, 2012 1 Gartner CIO IT Strategies 2011 IT strategies for 2011 strongly focus on creating infrastructure while streamlining costs and

More information

Innovation Conference Cloud based intelligent future services an IBM perspective

Innovation Conference Cloud based intelligent future services an IBM perspective Innovation Conference Cloud based intelligent future services an IBM perspective Veszprém, 2011. March 30th Pongrácz, Ferenc COO, IBM Magyarország IT Industry growth is recovering with high growth areas

More information

Business Process Management and Cloud Computing

Business Process Management and Cloud Computing Business Process Management and Cloud Computing Michael Connaughton, Director, BPM The following is intended to outline our general product direction. It is intended for information purposes only, and

More information

IBM Cloud: Rethink IT. Reinvent business.

IBM Cloud: Rethink IT. Reinvent business. Software Group Thought Leadership White Paper June 2011 IBM Cloud: Rethink IT. Reinvent business. 2 IBM Cloud: Rethink IT. Reinvent Business. CIOs and senior IT executives increasingly examine cloud computing

More information

Developing SAP Enterprise Cloud Computing Strategy

Developing SAP Enterprise Cloud Computing Strategy White Paper WFT Cloud Technology SAP Cloud Integration Service Provider Developing SAP Enterprise Cloud Computing Strategy SAP Cloud Computing is a significant IT paradigm change with the potential to

More information

Differentiate your business with a cloud contact center

Differentiate your business with a cloud contact center Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September

More information