PAYMENT PROCESSING TRANSFORMATION How to Support Customer Facing Innovations and Adapt to Increasing Regulatory demands

Transcription

1 PAYMENT PROCESSING TRANSFORMATION How to Support Customer Facing Innovations and Adapt to Increasing Regulatory demands PRESENTED BY DEBORAH BAXLEY, PRINCIPAL, CAPGEMINI JEROEN HOLSCHER, HEAD - GLOBAL PAYMENTS PRACTICE, CAPGEMINI

2 SECTION # 1 WHY PAYMENTS BACK OFFICE TRANSFORMATION?

3 WHY BACK OFFICE TRANSFORMATION? Payment Utility Differentiation Commodity Differentiation Onboarding and Capturing value hot spots supporting clients doing their business new entrants! Order management layer to optimise client experience using different channel to initiate payments (can be any type) orchestrating processing towards right execution engine and delivering single experience Payment execution layer with different scoping: Domestic ACH payments, Real time payments, International, LVP international, etc Value added services information / data as value source Virtual accounts mwallets Tokenisation Corporate Payment Hubs New Entrants Convergence Payments & Cards Payment Hubs / order mgmt Real Time (retail) Payments Ripple Sourcing Payment analytics AR reconciliation Front end differentiation, regulation and industry initiatives and TCO reduction drive payment transformation Page 3

4 CUSTOMER DEMANDS ARE DRIVING THE NEED FOR PAYMENT PROCESSING INNOVATION Customer Demands Driving a Need for Innovation in Payments Processing Enterprise-wide Visibility (Cash and Working Capital) Real-time Capability Ease of Payments Cost Control via Efficient Payments Processing Anytime / Anywhere Payments Value-Added Services Risk Management Multiple Payments Modes/Channels Visibility/Insights from Payments Data Treasury Technology Compliant with Corporate IT Retail Retail/Corporate Corporate Page 4

5 SECTION # 2 STRATEGY & BUSINESS CASE

6 TAKE A STEP BACK - NOW IS THE TIME TO REVIEW YOUR PAYMENTS STRATEGY Feeder Strategy Capacity Strategy Competitive Strategy Theme Support front end strategy Keep up current capacity Back office is the differentiator Sourcing Strategic for commodity processing Evaluate - turnkey / pay per use models Limited - High own maturity / internal benchmark; includes FC to VC. Spend Mix 65: 35 (on a lower scale Vs Competitive strategy 90:10 70:30 Cost Medium Low to Medium Very high P&L Differentiation layer embedded into Innovation P&L Part of Retail / Commercial banking P&L Typically, Separate / Own / Own Shadow Page 6

7 YOUR BUSINESS CASE IS DIRECTLY LINKED TO YOUR STRATEGY Driven by compelling Ambition to protect revenues and to achieve a dominant future position. Vision Led Renewal Business Case? Compliance Driven by need to Renew / Refresh creaking / siloed / legacy core to improve cost and/or time to market Driven by compliance / market infrastructure led i.e. Real Time, Interchange, SEPA etc Page 7

8 WHICH PROFIT POOLS ARE YOU TARGETING? Retail Payments Common Corporate Payments 1 Be the Money Virtual Currency 6 Analyze the Money Payment Analytics 9 Risk of Money Risk Management 2 Lend the Money Money Lending 7 Secure the Money Security Services 10 Time the Money Information VAS 3 Change the Money Currency Conversion 8 Process the Money Payment Processing 11 Match the Money Trade/Supply Chain Mgmt 4 Store the Money Prepaid Cards 12 Manage the Money Treasury Management 5 Move the Money Money Transfer Page 8

9 SECTION # 3 ITERATIVE DESIGN

10 WHAT ARE THE COMPONENTS OF ITERATIVE / BITE SIZED CHUNKS DESIGN? Collaboration Enable bundling of value through shared delivery of value with partners Channel Choice / Access Enable embedding payments processes into Daily Life of clients consistently across On-boarding, origination and interaction Pricing Ability to optimize pricing for revenue and client relation management (Willingness to Pay Vs Ability to Serve) New Product Using Virtual account numbers to support cash management without opening multiple accounts. Intra Organisation Inter Organisation TAT Sourcing Lean Standards Analytics Using message cloning for parallel processing resulting in Scale readiness. Enable sourcing of components of value chain from best-inclass / low cost providers while managing the aggregated workflow Minimise run and change costs through configurable processing Help Align to a common external standard (e.g. ISO20011) and internal standard (at bank / group level)e.g. internal routing, netting. Enable insight generation through channeling of data points in collaboration with Analytics engine. Page 10

11 ITERATIVE DESIGN FOR PERFORMANCE AND VALUE ADDED SERVICES A Architecture refresh B Platforms C Services / VAS D Reporting and Aanlytics Must have Complex but necessary Nice to have Phase 1 Phase 2 Phase 3 Phase 4 Luxury Page 11

12 THREE TYPICAL REASONS FOR BO HUB PROJECT FAILURES / LOWER SUCCESS Transpose Aligning technology model (transposition) is just half the job. Alignment of business and operating model are crucial for success. Technology Lead Back office Hub is not just a technology / platform project. Underestimating complexity - Scope to include - agreements, billing, FM etc Adjusting Package(P) to Environment (E) or E to P Low focus on Proposition Efforts to rollout platform Vs efforts to drive / deliver products Share of budget - Engine implementation Vs Proposition roll-out. Page 12

13 FIRMS NEED TO REASSESS THE BASICS OF INCREMENTAL TRANSFORMATION Roadmap Towards Desired Payments Processing Capability Formulate an incremental transformation Execute the strategy through short cycle projects Deriving business benefits for the firm and the clients retail and corporate Building Transformation Vision Incremental Transformation Integrated Payments Back-Office Delivering Long-term Business Benefits Decide a long-term payments processing vision Assess the current maturity and agree the future desired maturity Develop an integrated processing platform with desired capabilities and flexibility Common constraints during transformation initiatives restrict the ability of firms to derive clear benefits from transformation Page 13

14 SECTION # 4 IN SUMMARY

15 OUR PREDICTIONS More payments bottom-line and top-line pressure Real time payments get more push Horizontal franchises seek more ground Inaction to increase chances of inheritance of non-strategic positions / vulnerable Page 15

16 KEY TAKEAWAYS Revisit / Review your payments strategy Go lean, Go Agile Tune your spend mix (RTB / CTB) Assess the pay-off : co-operative and competitive investments Page 16

17 SECTION # QUESTIONS?